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success. In particular, when comparing the MSPB's flagship initiative (increased public
outreach) with the descriptions offered by other agencics, we noted that the MSPB's
initiative does not discuss what desired outcomes the initiative aims to achieve, nor how
it will measure progress against them on a timeline. We would encourage the MSPB
leadership to articulate the specific problem to be solved, why it is important, the
roadmap for addressing it, and a timeline and performance metrics for measuring success.
Regarding these metrics, i is important to remember that "you get whal you measure", so
the metrics should be focused as clearly as possible on the results and outcomes the
MSPB wants to achicve. For cxample, instead of simply measuring success by the
number of data sets posted, thc MSPB should instead. measure the outcome of publishing
that data, which is the public's satisfaction. Even if you cannot measure public
satisfaction directly, a better proxy may be the number of times a data set is downloaded.
As few Open Government Plans currently mention meuningful, results-oricnicd success
measures, the MSBP has an opportunity to be a leader in this field.

An additional idea for your consideration, and perhaps you are already aware of this
group, is to join one of the communities of practice that have cvolved to support agencies
in this open government work, In particular, the Academy recommends the MSPB
connect with the Federal Ideation Community of Practice (iCOP), which is an all-
government group, facilitated by the White House Office of Science and Technology
Policy. One of the leaders of the group is Elizabeth Kittie at HHS, who can be reached
via email at elizabeth.kittrie@hhs.gov.

Again, thank you for reaching out to us and we look forward to secing your next draft.

For Internal Use Only 5


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3) The MSPB should explore ways to enhance the features and usability of its open
government webpage.

Bach agency's "/open" webpage is that agency's public face on issues of openness and
collaboration. As it stands, the current MSPB open government page offers little
information on its activities in this area. The MSPB should explore ways to build out this
page into a resource that provides richer information about its open government efforts in
a more engaging way. You may wish to review other agencies' open government pages,
such as NASA‘s', which features many engaging avenues into the agency's data on
Data.gov, its collaboration and partnership efforts, its flagship initiatives, and more.
Some possibilities for the MSPB's open government page include news, visuals and
timelines for citizens to track progress and engage them in conversations.

4) The MSPB should consider changes to its FOIA process that will promote
transparency.

We applaud the MSPB for making strides in its efforts to monitor and respond to FOTA
requests in its FOTA Tracking System. You may also want to consider setting new goals
to reduce or avoid backlogs and deploying new information technology tools to cnhancc
the FOIA process. One idea for how online technology might help would be to
streamline the proccss by which the public files FOIA requests by providing an online
option for submitting FOIA requests. In addition, while the plan makes reference to the
work being done to "explore ways to allow requestets Lo check the status of their requests
online,” you may want to consider including specific timelines for completion.

The EPA has recently complcted a historical review of their FOIA requests and is using
the findings to prioritize the data for release to the public. The expected result is that
EPA's FOIA requests will decrease because more information will have already been
made publicly available’, Another leading practice is the Department of Health und
Human Services’ initiative to seek citizen inpul on how to handic FOIA requests’, The
MSPB may want to consider engaging its clicnts and stakcholders in determining how
best to enhance the FOTA process so that it meets the goals of openness and transparency.
There are many good online consultation tools available, including Delib, UserVoice and
IdcaScale, among others.

5) The MSPB should clearly articulate descriptions of programs and services and
outline specific, meaningful measures of success.

In order to be considered a “best of breed,” the next itcration of MSPB's Plan will need to
go beyond general goul sialements and outline the specifics of how the MSPB will
achieve the outcomes presented in its Plan. The Plan currently provides information
about many of the ongoing initiatives MSPB believes will foster open government;
however, more robust descriptions would be helpful, including timelines and measures of

' Deparunent of Transportation Open Government Page: hitp//www.dotrov/open/
7 BPA Open Government Plan: hup:/Avww.epa.eov/open/EPAOpenGovernmentPhan. pdt
VHA Open Government Plan: http://www.hhs.gow/open,

For Internal Use Only 4


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Marcon ACADEMY OF PUBLIC ADMINISTRATION

900 7th Street, N.W., Suite 600 TEL (202) 347-3190 FAX (202) 393-0993

Wy Washington, DC 20001-3888 INTERNET: www.napawash.org
June 4, 2010

The Honorable Susan Tsui Grundmann
Chairman

Merit Systems Protection Board

1615 M Street, NW

Washington, DC 20419-0002

Dear Ms. Grundman:

Thank you for your letter dated April 27” inviting our feedback on the Merit Systems Protection
Board's Open Government Plan. It is commendable that the MSPB is proactively soliciting
feedback and input from external organizations such as the National Academy.

Attached you will find a memo from our Collaboration Project Director. She and other members
of our Collaboration Project team have reviewed your plan, and are happy to provide these
informal comments for your consideration. Please note that this document does not represent an
official position of an Academy Panel, nor of the Academy as an institution, and is provided for
your internal use only. If you have additional questions or would like to discuss these comments,
please feel tree to contact Danielle Germain at 202-204-3632 or dgermain@napawash.org.

Sincerely,

President and CEO


JUN-@4-2818 15:18 From:888 555 5555 NAPA Pase:3“6

MNarionat ACADEMY OF PUBLIC ADMINISTRATION

900 7th Street, N.W., Suite 600 TEL (202) 347-3190 FAX (202) 393-0993
Washington, DC 20001-3888 INTERNET: www.napawash.org
®
MEMORANDUM
TO: Susan Tsui Grundmann, Chairman

Merit Systems Protection Board

FROM: Danielle Germain, Director
Collaboration Project

DATE: June 4, 2010

RE: MSPB Open Government Plan

Thank you for the opportunity lo review and provide feedback on the Merit Systems
Protection Board’s Open Government Plan. I hope our suggestions outlined below will
be useful to your staff as you work to enhance your plan in the coming weeks.

The National Academy of Public Administration ts home to the Collaboration Project, an
independent forum of leaders who drive the integration of Web 2.0 tools into government
management by building a community of practice, producing and sharing knowledge and
research, and aiding agencics and departments in assessing and implementing
collaborative tools. In the two years since (he Collaboration Project's founding, we have
worked directly with numerous Federal Departments and agencies, such as the
Department of Homeland Security, Recovery Accountability and Transparency Board,
and the Department of Energy, to conduct online stakeholder dialogues, in which we
solicit public feedback and ideas on a range of government programs, policies, and
strategic plans.

In reviewing many of the agency Open Government Plans, as well as in our
conversations with the Open Government leads in some of those agencies, we have found
that those agencies who are leading the way in this arca arc doing so because they
understand two things. First, the importance of proactively responding to the Open
Government Directive's requirements for greater transparency, participation, and
collaboration; and second, the importance of building the necessary internal capacity to
achieve this openness. Taking this overarching comment into account, we have identified
five general recommendations for your consideration.

For Internal Use Only
The views expressed in this document do not represent the views of an Academy Panel or
the Academy as an institution.


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1) The MSPB should provide the governance, organizational support, and senior-
level buy-in necessary for success by appointing a senior level executive to oversee
the open government work. This person would promote the principles of open
government internally and spearhead the implementation of the Open Government
Plan.

From data transparency to civic engagement and  cross-sectoral collaboration, open
government activities require the coordination of multiple offices within an agency. With
this complexity in mind, agencies with the most highly reputed Plans clearly articulate an
organizational structure that will govern and coordinate open government efforts across
the agency. For example, the Department of Housing and Urban Development plans to
establish a new program management office to oversee all open government activities
from the Department. Many other agencics will manage these activities using 4 i
formalized, cross-functional working group made up of staff from across the agency's
offices and led by a scnior executive. Whatever the organizational model on which the
MSPB scttlcs, the Board should ensure that it has close coordination between all
functions involved in these activities, including such offices as IT, general counsel,
public affairs, program management, and others. As the MSPB's Open Government
Working Group enjoyed strong representation from many offices in the development of
this Plan, this provides a solid starting point for coordinating implementation efforts.

In addition, many agencies who are considered Icaders in this area have appointed a
visible executive level sponsor to guide the agency's work. For cxamplc, the Office of
Personnel Management has created a "Core Team" governance structure which is being
led by OPM's Chief Information Officer, while HUD's team will be led by the
Department's Chief Operating Officer. The MSPB can augment its Plan by identifying a
seniot executive to have ownership of this initiative, which will convey the significance
the MSPB places on open government and inercasc accountability for results.

2) The MSPB should focus on building and internal MSPB culture that supports the
principles of open government (openness, transparency, and participation), so they
become ingrained into daily activities and decisions,

The ultimate success of an agency's open government efforts depends on having these
activities ingrained into the agency's culture. With this in mind, the MSPB should create
a multi-tiered program for cmployecs to jump-start the adoption of open goverrment
principles. Within this program, which could be led by its new Outreach Coordinator, it is
key to articulate and educate employees on what open government means and how it will
enhance the MSPB's ability to deliver on its mission. You may want to refer to the
Environmental Protection Agency's Plan, which outlines promising approaches to build
capacity by obtaining employee and public feedback on the challenges and opportunities
to open government. EPA's OpenEPA Forum (which uses the IdeaScale platform)
provides an instructive model for obtaining this input

For Internal Use Only
The views expressed in this document do not represent the views of an Academy Panel or
the Academy as an institution.