Open Government Plan The following Open Government Plan is the first step in creating, maintaining and institutionalizing a plan for transparency, participation, and collaboration for DHS operations. This document describes current resources that support Open Government, shares insights received from public feedback, and identifies best practices to redefine relationships between the Department, other government agencies, private sector organizations, and citizens. U.S. Department of Homeland Security DHS _4c6c8b38-4c24-11df-884a-93437a64ea2a Make the Department stronger and shrink the separation between government and citizens through modern technologies, traditional communication channels, and long-term and developing innovations. Evolving intelligence capabilities and improved coordination with State, local, and law enforcement authorities can refresh the spirit of collaboration across agencies and departments to help keep the nation safe. Long-standing and recently renewed efforts in information sharing, strengthened partnerships across all levels of government, and relationships between DHS and private institutions reflect the Department’s dedication to transparency, openness and collaboration. _4c6c8e76-4c24-11df-884a-93437a64ea2a DHS was founded, in part, to facilitate the exchange of information between and among Federal agencies, State, local, and Tribal governments, and the private sector. DHS Secretary Janet Napolitano’s holistic approach for homeland security includes information sharing across diverse disciplines – law enforcement, public health, emergency management and critical infrastructure – in support of five mission areas: * Preventing Terrorism and Enhancing Security * Securing and Managing Our Borders * Enforcing and Administering Our Immigration Laws * Safeguarding and Securing Cyberspace * Ensuring Resilience to Disasters _4c6c90b0-4c24-11df-884a-93437a64ea2a Open Government at DHS Consider all aspects of open government including security concerns, policy developments, and technology limitations _4c6c91b4-4c24-11df-884a-93437a64ea2a 2 DHS Deputy Secretary Jane Holl Lute convened a meeting of the chiefs of staff from each DHS component to serve as the senior executive leadership team for Open Government. That group met throughout the initial implementation of the OGD to consider all aspects of open government including security concerns, policy developments, and technology limitations. Leadership Team Designate DHS's open government leadership team _4c6c92c2-4c24-11df-884a-93437a64ea2a 2.1 Chris Cummiskey Chief of Staff for the Management Directorate, executive leader for Open Government at DHS Open Government Plan Working Group The Management Directorate convened a cross-component working group to address the deliverables required in the OGD and ensure that the Open Government Plan reflects the diverse operations of the Department. This group will continue working after the Open Government Plan has been published to make adjustments to further the purpose of the OGD and prepare the 2011 plan. Data Management Working Group The Office of the Chief Information Officer (OCIO) utilized its cross-Component Data Management Working Group (DMWG) to identify three datasets required by the OGD for posting by the deadline prescribed. OCIO will leverage the DMWG to identify, prioritize and post new datasets moving forward. Privacy Office The Privacy Office works to preserve and enhance privacy protections for all individuals, promote transparency of operations, and serve as a leader in the privacy community. The Privacy Office is responsible for implementing the Freedom of Information Act (FOIA), reducing backlogs of FOIA requests, and increasing transparency through accessibility. Successes in open government for the Privacy Office include more robust electronic reading rooms at DHS operational components, and a significant reduction in overdue FOIA requests. Office of Public Affairs The Office of Public Affairs (OPA) coordinates the public affairs activities for the entire Department, serving as the Federal government’s lead public information office during a national emergency or disaster. OPA includes the press office, incident and strategic communications, speechwriting, Web management, and employee communications. All of these offices work in tandem to support comprehensive information flow to the public, media and employees. The Office of Public Affairs identified and maintains the Open Government Web page on DHS.gov. Office of the Chief Financial Officer The Chief Financial Officer (CFO) serves as the Senior Accountable Official for the DHS Data Quality Plan for Federal Spending Information in support of the OGD. Currently the CFO is evaluating existing financial working groups, and possible modifications of those working groups, to form a well-rounded governance body and framework to ensure the quality of federal spending information. The CFO will provide oversight and guidance to ensure internal controls support the integrity of grant, loan and contract information posted publicly on USASpending.gov and that adequate internal controls are in place for that information. Office of Intergovernmental Affairs The Office of Intergovernmental Affairs (IGA) promotes an integrated national approach to homeland security by coordinating and advancing Federal interaction with State, local, Tribal, and territorial governments. IGA is responsible for opening the homeland security dialogue with executive-level partners at the State, local, Tribal, and territorial levels, along with the national associations that represent them. Office for Civil Rights and Civil Liberties The Office for Civil Rights and Civil Liberties (CRCL) works to foster ongoing communications and build lasting relationships between the Department and the public. CRCL engages with the public through a number of collaborative engagement efforts with communities to improve channels of communication and inform the Department about the concerns of affected communities. Office of Legislative Affairs The Department values communications with Congress as central tenant of its open government efforts. The Office of Legislative Affairs (OLA) provides briefings, testimony, background information, staff discussions and field visits for Congressional members for a better understanding of DHS operations. OLA communicates accurate and detailed information to congressional interests, while following appropriate protocols to safeguard classified or otherwise sensitive information. Information Sharing Council DHS plays a central role in augmenting the Nation's ability to gather, analyze, and disseminate information and intelligence. In February 2007, the Department released a policy for internal information exchange and sharing, referred to as the "One DHS" Memorandum, which mandated open information exchange within DHS and established the Information Sharing Governance Board (ISGB) as the governing body for information sharing policy and dispute resolution. The Information Sharing Coordinating Council supports the ISGB. These bodies also serve as the coordination bodies for the Department's participation in the Federal information-sharing environment. Private Sector Office DHS created the Private Sector Office to build relationships with the private sector and interface with other relevant Federal agencies on issues related to industry. The Private Sector Office engages businesses, trade associations and other non-governmental organizations to foster dialogue with the Department. A key component to outreach efforts is managing stakeholder groups and keeping them informed on DHS policies that could impact them to promote public-private partnerships and best practices. To ensure the Open Government Plan and the long-term open government initiatives identified by the Department receive exceptional support from leadership, Deputy Secretary Lute designated Chris Cummiskey, Chief of Staff for the Management Directorate, as the executive leader for Open Government at DHS. Supporting offices and strategic working groups identified below represent the broad cross-section of existing Open Government oversight at DHS. Each body provided significant support in the development of the Open Government Plan. 18cc9ff4-b2e0-4e5c-9b5e-be1520d3d3f2 52c82396-ab62-4508-b289-7fe652c1707b Sustainable Program Create a sustainable program _4c6c93a8-4c24-11df-884a-93437a64ea2a 2.2 Creating an open government is a collaborative and iterative process. To ensure the sustainability of open government at DHS, the Management Directorate will develop a governing charter to codify roles and responsibilities of components, working groups, and individual employees. In addition, the Office of Public Affairs will develop a resource page on the Department-wide intranet site to inform employees on important issues related to open government and accessibility, including: * The Freedom of Information Act * Federal Advisory Committee Act * Paperwork Reduction Act * 508 Compliance * Using Plain Language to Describe Departmental Business Also, the Department will open a public dialogue to accept comments on this plan to inform the forthcoming 2011 Open Government Plan and subsequent plans developed at least every two years. fb8d18c0-3191-44d4-aad7-5d37ce4acfef 77597caf-89d6-439e-82fc-1fd233a92325 Culture of Openness Foster a culture of openness _4c6c94d4-4c24-11df-884a-93437a64ea2a 2.3 Chief Financial Officer Information Quality Review Office of the Chief Information Officer Security and Technical Capability Reviews Privacy Office Privacy Review Office of General Counsel Legal Review The Office of the Chief Information Officer (OCIO) directs the data management efforts at the Department to further core missions and provide the public with information needed to understand the Department’s activities. The OCIO Data Management Working Group (DMWG) analyzes DHS programs for additional high-value datasets to determine which may be appropriate for public release and included in Data.gov. The identification of datasets appropriate for public release is a collaborative effort between technologists, mission owners, privacy experts and others. To institutionalize a culture of transparency in identifying datasets for posting, the DMWG established a robust workflow process to institutionalize a process for submitting datasets to Data.gov. The Department identifies and prioritizes datasets for inclusion in Data.gov from internal and external sources. The Department routinely reviews public input from Data.gov as well as other Web sites such as the web application used to solicit input for this Open Government Plan. Within DHS, data owners, Web masters, business owners, and other stakeholders working directly with DHS datasets support the DMWG by identifying high-value datasets. In addition, intra-governmental tools for openness and information sharing provide DHS employees a channel to communicate their ideas to the DMWG. The OCIO reviews and coordinates all proposed datasets prior to release. DHS applies OMB guidance criteria to identify high-value datasets: * Information that can be used to increase agency accountability and responsiveness * Information that can improve public knowledge of the agency and its operations * Information that can further the core mission of the agency * Information that can create economic opportunity * Information that can respond to need and demand as identified through public consultation The business owner conducts an initial assessment of the value of the dataset and security implications for release. For the identified datasets, OCIO facilitates a collaborative review process including the following offices: * Chief Financial Officer: Information Quality Review * Office of the Chief Information Officer: Security Review * Privacy Office: Privacy Review * Office of General Counsel: Legal Review * Office of the Chief Information Officer: Technical Capability Review Following approval, the OCIO manages the process for release of the datasets to Data.gov and monitors the dataset performance. Monitoring how the data is used includes tracking public comments and suggestions, as well as working with the business owners to perform corrective actions for any data quality issues. e77d87be-a25a-4ea3-8dbb-9608433df123 89ae380c-69e7-494b-a981-b66c00f05d70 High-Value Datasets Make initial high-value datasets available _4c6c960a-4c24-11df-884a-93437a64ea2a 2.4 Datasets related to some aspects of grant awards, emergency management activities, immigration statistics, and similar data that do not contain Personally Identifiable Information (PII), law enforcement sensitive or intelligence data are likely appropriate for public release. As of April 7, 2010, DHS, through United States Citizenship and Immigration Services (USCIS), had registered over 40 datasets related to immigration statistics and trends on Data.gov. One dataset compares form processing volume and trend data for specific form types. This information gives the public insight into the volume of forms USCIS processes at different offices, the status of those forms, and comparison to national processing rates. In addition, the Department released three high-value datasets from the U.S. Federal Emergency Management Agency (FEMA) to meet the OGD guidelines: * FEMA Disaster Declarations Summary * FEMA Hazard Mitigation Programs Summary * FEMA Public Assistance Funded Projects Summary These datasets are of high-value because they include information about DHS operations, promote accountability, and offer insights into the FEMA mission. The FEMA Hazard Mitigation Programs Summary and the FEMA Public Assistance Funded Projects Summary provide transparency into use of public funds for post-disaster repair of public structures and mitigation for future disasters. The Disaster Declarations Summary also promotes transparency by providing insight into the breadth of the Department’s operations. The DMWG completed its initial assessment of new datasets and identified candidates for release throughout 2010. In addition, DHS solicited public comments and suggestions for additional datasets under consideration and will prioritize accordingly by the end of 2010. d1555a82-5db2-4de8-9952-f1f50f8aef69 24c9cab7-2102-4564-86db-436cd77ccc19 Information Quality Improve the quality of government information _4c6c979a-4c24-11df-884a-93437a64ea2a 2.5 Financial Assistance Policy and Oversight Division (FAPO) The Office of the Chief Financial Officer (OCFO), Financial Assistance Policy and Oversight Division (FAPO) is working with each component to standardize reporting processes for financial assistance activities, grants, cooperative agreements, payments, and loan programs reported on USASpending.gov. To improve the consistency and accuracy of financial data, FAPO efforts will center on communicating the best reporting and control practices, developing a DHS-wide training program, and creating standard operating procedures and controls. In addition to increasing the quality and accuracy of data submitted to USASpending.gov, the Department will assess the risk of data quality and integrity problems by examining the complexity or magnitude of the programs and the extent to which manual processes are used in reporting. Improvement plans with stronger controls will be targeted at those programs evaluated with the highest risk. 3ebae952-878d-4926-9b81-c02ccbdd1df3 e4b14f00-4cd0-4c3c-9e67-9753a3f6fc58 Transparency, Participation, and Collaboration Empower individuals, communities and the private sector with increased transparency, direct participation, and thoughtful collaboration _4c6c9916-4c24-11df-884a-93437a64ea2a 3 Pillars of Open Government: Transparency, Participation, and Collaboration - The Department seeks to empower individuals, communities and the private sector with increased transparency, direct participation, and thoughtful collaboration. Resources, access, and information about the Department will strengthen partnerships essential to the shared goals of homeland security. The Department embraces new technologies to improve transparency, participation and collaboration with the public as well as traditional communication methods. The Department is committed to disclosing information as appropriate, with a steadfast dedication to privacy, security and civil liberties that may prevent the immediate release of information. Tools to Improve Transparency Embrace evolving technologies, harnessing the power of social media to improve and enhance transparency of operations _4c6c9aa6-4c24-11df-884a-93437a64ea2a 3.1 The Department embraces evolving technologies, harnessing the power of social media to improve and enhance transparency of operations. Current and developing communication channels utilized by the Department empower citizens, educate communities, and foster unity of effort. 3.1.1 Transparency on the Official Department Website To support the Open Government Directive, the Department’s Open Government Plan, and the ongoing efforts to grow a culture of openness throughout the broad-based community with a common interest in public safety, DHS.gov serves as the official and all-encompassing repository for information about the Department. The Web site hosts a customer satisfaction survey to create a user-centric experience, and the Web management team considers the analytics of DHS.gov carefully, making adjustments to improve the user satisfaction. The DHS.gov home page and subsequent landing pages have top-user tasks at the forefront to help users find key information quickly. DHS.gov is a resource for operational updates, Department and program history, current events and incident communications. The site also details Web content protocol for the Department, a style guide and all appropriate access and compliance expectations to ensure all content is widely available. 3.1.2 Transparency Using Social Media The Department uses "Web 2.0" social media technologies and Web sites to provide robust information through many channels. In the coming months, the Department will utilize an online public engagement tool to conduct focused discussions, coordinate the use of new media tools among Federal agencies during incidents, and host blogger roundtables to better engage the blogosphere and emerging online journalists. Also to come, the Department will utilize DHS blogs to better respond to current events, increasing public engagement through blog posts. 3.1.3 Leveraging Federal Transparency Websites As a member of the greater Federal community, DHS recognizes the importance of government-wide tools to promote transparency. These tools provide the Department with an easy outlet to make data available to the public and promote valuable cross-agency comparisons. 3.1.4 Records Management as a Transparency Tool The Freedom of Information Act (FOIA) outlines the transparency requirements government agencies must follow. Subsection (a) (2) requires each agency to make four distinct categories of records affirmatively available for “public inspection and copying.” The Chief Privacy Officer serves as the Chief FOIA Officer for DHS and has Department-wide policy responsibility for efficient and appropriate compliance with FOIA. On August 26, 2009, DHS Chief Privacy Officer Mary Ellen Callahan issued the Proactive Disclosure Memorandum to inform the proactive disclosure process. In that memo, Ms. Callahan directed the Department to include the following categories of records on their agency websites and link them to their respective electronic reading rooms: * Historical daily schedules of the most senior agency officials (notated to reflect that officials may have deviated from the posted schedule and abridged as appropriate for security and privacy concerns) * Executed contracts & grants * Management Directives and instructions * Congressional correspondence under DHS control * FOIA logs * Any records released pursuant to a FOIA request that have been, or are likely to become, the subject of three or more requests The Department hosts the public records in electronic reading rooms on the Internet. Available electronic reading rooms for DHS are: * Headquarters * Citizenship and Immigration Services * Office of Civil Rights and Civil Liberties * United States Coast Guard * Customs and Border Protection * Federal Emergency Management Agency * Federal Law Enforcement Training Center * Immigration and Customs Enforcement * Office of the Inspector General * United States Secret Service * Transportation Security Administration 3.1.5 Records Management Staff, Structure, and Process for FOIA The Director of Disclosure and FOIA reports directly to the Chief Privacy Officer and leads the headquarters FOIA team. The Director ensures FOIA policies are in place throughout the Department and manages FOIA and Privacy Act (PA) requests for records maintained by DHS senior management offices. 3.1.6 Plans To Reduce Backlogs Timely publication of information is vital, and the Department does not view delays as an inevitable and insurmountable consequence of high demand. The Department recently shifted its focus from by-request FOIA services to a more proactive approach for sharing information. The FOIA Web site hosts detailed information on how DHS processes requests, details how to submit a FOIA request, and links to the FOIA Electronic Reading Room. FOIA processing occurs at each of the Department’s components in a decentralized manner. Contact information for DHS FOIA Officers is available on the Privacy & FOIA website. FOIA requires a response to requests within 20 business days after the responsive component receives the request, and these responses are generally processed on a first in, first out basis. Following the creation of the Department, the newness and the complex mission of the agency prompted many inquiries and FOIA requests. These requests were received in addition to the considerable FOIA backlog inherited from the existing agencies that merged into DHS. As of September 15, 2006, the DHS-wide backlog was 98,103. Over the past four years, DHS decreased its FOIA backlog by 81% and the FY 2009 DHS Annual FOIA Report documents 18,918 backlogged requests Department-wide. In order to reduce the FOIA request backlog at DHS by a minimum of 10% each year, each component receives a monthly goal, setting the number of requests that must be processed in that month. The goals, individually tailored to each component, use the average number of requests received per month and the upper limits of the component’s processing capacity. Meeting these goals keeps the Department on track to reduce the FOIA backlog in accordance with the Directive. 3.1.7 Declassification Program to Enhance Transparency Pursuant to Executive Order 13526 – Classified National Security Information, the Department routinely reviews information to affirm classification and to declassify when possible. Most information currently declassified by the Department resides in Presidential Libraries and the National Archives and Records Administration (NARA), subject to external publication schedules. However, under Executive Order 13526, DHS participates in the newly created “National Declassification Center” (NDC) to streamline declassification processes, facilitate quality assurance measures, and implement standardized training across the Federal executive branch relative to the declassification of records with permanent historical value. DHS was an early proponent of the NDC, participating in the development and implementation of its processes and procedures with the end result of improved access to declassified records. In addition, the Department, and the entire executive branch, will enhance transparency relative to the identification and safeguarding of sensitive unclassified information through the development of and transition to a “Controlled Unclassified Information” (CUI) Framework. The CUI Framework is an executive branch initiative for a uniform system to identify and manage sensitive, unclassified information within the Federal executive branch and non-Federal information-sharing partners. Although the CUI Framework is an information protection regimen, it will also enhance transparency by defining the types of information that qualify for protections under the framework. These definitions, as well as the policies and processes associated with the program, will be publicly accessible. Under the direction of the President, policies for development and implementation of the CUI Framework are underway, and the Department is an enthusiastic advocate and active participant in these proceedings. b5e1b4e2-2831-486f-8742-37a1e6cb99fa 34f1bcc1-eb19-43a3-a139-742858bf05a7 Avenues to Participation Utilize a varied spectrum of communication channels to encourage thoughtful discourse and public participation _4c6c9c4a-4c24-11df-884a-93437a64ea2a 3.2 The vital mission of the Department to secure the nation against threats and disasters of all kinds requires diverse expertise and analysis in a wide range of operational responsibilities. To better understand the impact of DHS policies on the nation’s communities and citizens, the Department utilizes a varied spectrum of communication channels to encourage thoughtful discourse and public participation. 3.2.1 Public Dialogue The Department engaged the American public throughout the congressionally mandated Quadrennial Homeland Security Review (QHSR) process in 2009. The QHSR team conducted online National Security Dialogues, open to the public and subject matter experts across the country, to outline the strategic framework of homeland security toward a common end. Public dialogue about the QHSR recognized the roles and responsibilities of DHS, but also the relationships, roles, and responsibilities of homeland security partners. The Department conducted another dialogue to hear from the public about their expectations for open government in an effort to better understand what the public expects, and how the Department can best protect the nation and serve the public. Using a tool developed by the General Services Administration (GSA), the Department received over 100 ideas from the public and Federal employees on ways to make DHS more transparent, participatory, collaborative, and innovative. The Department plans to solicit comments on the 2010 Open Government Plan using the same collaboration tool from April 30, 2010 through May 10, 2010. This process will ensure the 2011 Plan considers the unique and invaluable insights of the public. Moving forward, the Department will utilize Public Dialogues to garner insight on topics of interest to a broad cross-section of the American Public. 3.2.2 Public Outreach and Communicating with Stakeholder Groups The Department balances efforts to address evolving threats with traditional responsibilities of defense, response and recovery. By recognizing the shared goals of Federal, State, local, Tribal, nongovernmental, and private-sector partners, including citizens and communities, to promote public safety, the Department seeks avenues for public outreach and communications with stakeholder groups. 3.2.3 Advisory Committees-FACA The Federal Advisory Committee Act (FACA) (5 U.S.C. Annotated, Appendix 2), was enacted by Congress in 1972 to illuminate how agencies make decisions based upon the advice and recommendations from individuals outside of Government, while also making sure that the costs to support advisory committees are commensurate with the benefits received. FACA committees provide many opportunities for public engagement including personally attending a meeting, mailing or emailing the Committee directly with thoughts and concerns, learning about the committee in the press, or watching a meeting broadcast online. The Committee Management Office provides Department-wide guidance on compliance with the provisions of the FACA. As required by section 8(b) of FACA, the Committee Management Officer (CMO) develops policies and provides guidance on the interpretation and implementation of FACA; provides oversight of DHS advisory committees; establishes internal operating procedures; and ensures compliance with FACA, DHS policies, regulations issued by the Committee Management Secretariat in the GSA, and any other applicable statutes or regulations. The Department of Homeland Security has 27 Federal Advisory Committees, comprised of more than 700 DHS stakeholders that are established and operate under the provisions of the FACA. DHS advisory committees have issued roughly 2,448 recommendations; approximately 56 percent of which have been implemented and about 33 percent partially implemented. DHS advisory committees advise agency officials on issues such as the safe marine transportation of hazardous materials; aviation safety and security; navigation safety in the nation’s waterways; emergency response and preparedness; the programs of the U.S. Fire Administration; recreational boating safety; maritime security; the safety of the offshore oil drilling industry; oil spill prevention and mitigation; State and local law enforcement training; technology issues that affect personal privacy; the security of the nation’s critical infrastructure in the key sectors of the economy; telecommunications affecting national security and emergency preparedness; the operations and fees of USCBP; and the security of the American homeland. FACA meetings are usually open to the public, and any member of the public may file a written statement with the advisory committee. Members of the public may speak to an advisory committee and meetings are often made available to the public via video conference, over the Internet, or by other electronic medium. The CMO is improving its intranet page to provide more guidance to employees on when interactions with non-Federal individuals or entities covered under FACA. ac775302-771d-4723-977a-a1a9e3dc0807 21fb5020-fe9e-4ac3-ae30-b3338ec9299d Collaboration Channels [Pursue] community outreach, inter-and intragovernmental outreach, innovations in technology, and incentives used to encourage the valuable relationships and collaborations championed by the Department _4c6c9e48-4c24-11df-884a-93437a64ea2a 3.3 Homeland security encompasses a wide range of responsibilities and challenges at every level of government and the private sector—from classroom emergency preparedness to securing the national cyber networks. Collaboration is essential to the Department’s effort to collect and disseminate timely and accurate information about any number of threats. Conduits for collaboration include community outreach, inter-and intragovernmental outreach, innovations in technology, and incentives used to encourage the valuable relationships and collaborations championed by the Department. 3.3.1 Pro-Active Community Outreach to Improve Collaboration Private Sector Office - The private sector and DHS are inextricably linked and the Private Sector Office is the door for partnerships that cultivate robust public interactions and collaborations with diverse stakeholders and stakeholder groups. As primary advisor to the Secretary on issues related to the private sector, including academia, non-profits, nongovernmental organizations, and businesses, the Private Sector Office coordinates active engagement between DHS and the private sector to build strong partnerships, shape policy, and enhance internal and external dialog. Citizen Corps - Citizen Corps is FEMA's grassroots effort to bring together government and community leaders to involve citizens in emergency preparedness and resilience. Citizen Corps challenges volunteers to embrace the personal responsibility to be prepared; to get training in first aid and emergency skills; and to volunteer to support local emergency response, disaster relief, and community safety. There are currently 2,435 Citizen Corps Councils, which serve 227,692,084 people or 80% of the total U.S. population. Center for Faith-Based & Community Initiatives - The DHS Center for Faith-Based & Community Initiatives partners with nonprofits across the nation to create opportunities for inter-faith engagement, dialogue and cooperation. Certain that all homeland security activities are built upon a foundation of involved citizens engaged in their daily activities of society, the Center for Faith-Based & Community Initiatives serves as an access point for the networks within communities of faith seeking guidance and support for the shared responsibility of security and resilience. Office of Civil Right and Civil Liberties - The Office for Civil Rights and Civil Liberties (CRCL) conducts regular outreach and engagement efforts with stakeholders across the nation and coordinates an intradepartmental Community Outreach and Relations Working Group. CRCL’s Engagement Team holds regularly scheduled roundtables in eight cities across the country with American Arab, Muslim, Sikh, South Asian, Middle Eastern and Somali communities. CRCL’s engagement is part of a broad effort to ensure that communities receive reliable information about policies and procedures at DHS and have the opportunity to serve as active participants in the homeland security effort. 3.3.2 Intergovernmental Outreach - Office of Intergovernmental Affairs - In 2010, the Office of Intergovernmental Affairs (IGA) became part of the Office of the Secretary and was charged with the task of coordinating outreach to intergovernmental stakeholders across the Department. Facilitating timely and coordinated outreach across all DHS components will ensure a consistent, “One DHS” voice to State, local, Tribal, and territorial stakeholders. Through its relationships and regular communication with these stakeholders, IGA provides an avenue for the Department to effectively communicate with stakeholders during incidents or ongoing operations as well as a means to gather and incorporate feedback into the DHS policy process. Office of Intelligence & Analysis - To create a collaborative environment where information is effectively, efficiently, and responsibly shared by the DHS enterprise, the Information Sharing and Collaboration (IS&C) Branch of the Office of Intelligence and Analysis (I&A) facilitates effective and efficient information sharing between DHS components; other government agencies; State, local, and Tribal stakeholders; private sector partners; and international entities. The IS&C Branch is the catalyst for information sharing activities for DHS and its stakeholders by collaboratively cultivating relationships and partnerships; identifying opportunities; facilitating activities that are based on the opportunities; and managing the information sharing governance structure. Fusion centers represent another successful collaborative effort between DHS and its partners. Fusion centers are run by the states and cities in which they reside as an integral part of local and regional efforts to prevent crime and terrorist acts in their communities. I&A provides personnel with operational and intelligence skills to fusion centers. These people help fusion centers manage and protect the flow of classified and unclassified information, coordinate with local law enforcement and other agencies, and provide local awareness and access to necessary information. These I&A analyst are trained in privacy, civil rights, and civil liberties issues by the DHS Privacy Office and Office for Civil Rights and Civil Liberties. To develop and further its role departmentally, I&A has begun a study—at the direction of the Secretary—to determine the requirements for enhancing the Department’s State and Local Fusion Center program to enable all the Department’s support to fusion centers nationwide to be managed through a centralized Executive Agent. 3.3.3 FEMA Federal Preparedness Task Force - FEMA’s National Preparedness Directorate is working to establish the State, local, Tribal, and Federal Preparedness Task Force. The 2010 Appropriations legislation directs FEMA, in cooperation with the IGA, to establish a preparedness task force that is “charged with making recommendations for all levels of government regarding: disaster and emergency guidance and policy; Federal grants; and Federal requirements, including measuring efforts. The task force shall evaluate: which policies and guidance need updating, and the most appropriate process by which to update them; which grant programs work the most efficiently and where programs can be improved; and the most appropriate way to collectively assess our capabilities and our capability gaps.” 3.3.4 Homeland Security Information Network - The Homeland Security Information Network (HSIN) is a comprehensive, nationally secure web-based platform able to facilitate information sharing and collaboration between Federal, State, local, Tribal, private sector, and international partners. The HSIN platform exists to interface with existing information sharing networks to support the diverse Communities of Interest (COI) engaged in preventing, protecting from, responding to, and recovering from all threats, hazards and incidents under the jurisdiction of the Department of Homeland Security. HSIN, which is available to all State and local fusion centers and emergency operations centers, focuses on enhancing collaboration rather than duplicating the capabilities. As a result of its unique perspective, HSIN facilitates collaboration between mission areas such as law enforcement, emergency management, and critical sectors. The DHS intelligence enterprise information management team has installed more than 30 SECRET-level Homeland Secure Data Network (HSDN) terminals and will install HSDN terminals in all fusion centers pending security requirements. In addition, the Department has recently created a HSIN Outreach Team to promote the understanding of HSIN and facilitate its wide adoption. Its major goals are to: * Improve national awareness of HSIN’s mission, capabilities, roles, and accomplishments * Establish HSIN as a core component of DHS’s missions with its partners * Increase collaboration and communication within and among DHS components To achieve these goals, the HSIN Outreach Team: * Markets HSIN to DHS components and partners to create new communities of interest * Supports its partners to achieve success in training events and exercises in real time * Promotes HSIN at a wide variety of mission-oriented conferences to identify new partners and encourage information sharing across both mission areas and geographic regions * Conducts training on HSIN functionality to improve the skills of new and established members 3.3.5 Intradepartmental Collaboration Tools - IdeaFactory - IdeaFactory is a participatory, collaborative and transparent website that allows TSA employees to develop, promote, and improve innovations and ideas for programs, processes, and technologies and share them directly, without filter, to the entire TSA community. Employees post ideas, and rate and comment on those that interest them. They participate in two-way communication with agency leadership, TSA program offices, and each other. The IdeaFactory team reads every idea and evaluates those that are popular or that fit especially well with specific strategic agency goals. Senior leadership and program managers communicate by debunking myths and responding to ideas with specific explanations and details. They also implement ideas as new programs or initiatives within TSA. DHS plans to expand the IdeaFactory department-wide to foster collaboration among DHS employees in 2010. This will afford all employees the opportunity to suggest and vote on submitted ideas to improve operational efficiencies. Customer Management Tool - The Office of the White House Liaison and the Office of Policy, in coordination with the IGA, have developed and are currently deploying a Customer Relationship Management (CRM) tool. The CRM has an approved Privacy Impact Assessment and is a data management tool employed to manage stakeholder engagement with the Department. The tool functions as a database, managing information on external stakeholders and tracking interactions to increase opportunities for collaboration. DHS Connect - The Department-wide utilization DHSConnect, a Web-based collaboration tool, boasts a uniform Internet landing page for all DHS employees. This provides unprecedented collaboration and an element of focus not permitted by multiple standalone sites with varying services and accessibility. This ‘single intranet’ will also include a forum for collaboration that allows employees to set up team sites for functional areas where coordination and information sharing is essential. Improving Department-wide communication, workflow and coordinating processes, document management, content search and group collaboration to support the development of a culture will help unify the Department and strengthen the resolve of the workforce. 3.3.6 Prizes, Challenges, and Incentives to Increase Collaboration - The Department will follow the OMB guidance on prizes, challenges, and incentives to increase collaboration. To that end, Secretary Napolitano recently announced the National Cyber-security Awareness Campaign Challenge competition to solicit ideas from industry and individuals alike on how best the Department can clearly and comprehensively discuss cyber-security with the American public. In addition, the Department will increase utilization of the DHS Outstanding Partnership Award. This award may be presented by the Secretary of Homeland Security for outstanding contributions in partnership with DHS to strengthen homeland security. This award recognizes State, local or Tribal organizations, private sector businesses or nongovernmental organizations, and public-private partnerships that demonstrate exemplary support of DHS and its common missions. 3.3.7 Paperwork Reduction Act Congress passed the Paperwork Reduction Act (PRA) to improve the quality and practical utility of information required by the Federal Government. The goal of the PRA is to reduce the information collection burdens on the public, increase the efficiency and effectiveness of the PRA and to improve the integrity, quality, and utility of information to all users within and outside the Federal Government. The Office of the Chief Information Officer provides a full range of services to program offices and program managers related to the PRA. cc14d8e3-230c-44af-a3f5-88ab2da3fc6e 704fc6d4-3ec3-4a42-ba7d-7114db6e4e98 Flagship Initiative Expand Virtual USA (vUSA), an innovative information-sharing initiative that draws on practitioner input to help Federal, State, local and Tribal first responders collaborate to make fast, well-informed decisions _4c6ca08c-4c24-11df-884a-93437a64ea2a 3.4 On December 8, 2009, Secretary Janet Napolitano publicly launched Virtual USA (vUSA), an innovative information-sharing initiative that draws on practitioner input to help Federal, State, local and Tribal first responders collaborate to make fast, well-informed decisions. vUSA integrates existing frameworks and investments to provide real-time access to operational information—such as weather conditions; traffic; the location and operational status of critical infrastructure; fuel supplies; availability of emergency shelters and medical facilities; and other critical information—that allows users to improve situational awareness and to respond quickly in emergencies. vUSA conforms to Incident Command System (ICS) principles, the foundation doctrine for emergency management and the basis for the National Incident Management System (NIMS) and the National Response Framework (NRF). ICS provides a scalable incident response that is applicable to the smallest local event or the largest national catastrophe. In all incident response, rapid information sharing is a key requirement for emergency response to save lives, limit property damage, and improve efficiencies of recovery operations. In addition to supporting State and local homeland security partners, vUSA provides users with access to key emergency management information to support DHS’s strategic goals for strengthening preparedness and emergency response capabilities. vUSA currently operates as two pilots – one in eight southeastern states: Alabama, Georgia, Florida, Louisiana, Mississippi, Texas, Virginia and Tennessee; and the other in five states in the northwest: Alaska, Montana, Idaho, Oregon, and Washington. In Virginia alone, vUSA reduced response times to incidents involving hazardous materials by 70 percent. Open Government Flagship Initiative DHS chose the expansion of vUSA as its Flagship Initiative because it impacts each pillar of the Open Government Directive– Transparency, Participation, and Collaboration. Transparency: The vUSA framework enables real time information sharing on the status of key data for emergency responders who can customize exactly what they need to see, utilizing information available at all levels of government. The vUSA framework allows each agency to maintain control of its information and to determine with whom it will be shared and for how long. Shareable data is easily located through the vUSA framework. This provides transparency to State and local emergency management on incident response and recovery operations at all levels of government. As the system matures, information such as the location of resources shipped to disaster areas, shelter capacities, and status of road closings will become increasingly transparent to emergency management personnel. While not all data within vUSA will be releasable to the public, vUSA examines ways to provide citizens with access to data on disaster declarations, public spending on disaster assistance, and other information. The end result is geographically searchable data, viewable through an intuitive mapping application. Collaboration: vUSA provides an innovative approach to sharing information that allows for collaboration between governmental units responding to emergencies. For example, access to local incident reports, digital road maps, and locations of fire, rescue, and law enforcement units allows multiple jurisdictions to collaborate and rapidly plan and implement the most effective response. In the past, the segregation of such types of data prevented accessibility and collaboration. This initiative provides a technology framework through which each jurisdiction’s datasets are easily discoverable. Cross-agency benefits include the sharing of data to optimize limited first responder and emergency management resources to support incident response and recovery. Enhancing optimization of the resources used in the emergency management community contributes to saving lives, reducing property damages and decreasing the costs of recovery. Participation: vUSA efforts include many members of the State and local emergency management community. Comprised of national and regional working groups the vUSA team welcomes additional input and feedback from stakeholders at all levels of government, the private sector and the public. Developing capabilities include: stakeholder outreach, additional citizen services, and mechanisms for dialogue, innovation and feedback. Exploration of geospatial Web 2.0 tools continues to allow for feedback on issues ranging from post-disaster damage reports to requests for corrections to flood insurance rate maps. Measures of Improved Transparency vUSA will provide for improved transparency metrics including numbers and diversity of datasets; number of data downloads and Web page views; and variety of site users. As vUSA matures, outcome-based measures, including improvement in disaster response and recovery activities and accuracy of damage estimates, will reveal progress in the program. de1f597b-3bea-417f-9202-0189cc3bcb27 65b8b756-4137-4461-8294-063b05f58327 2010-04-07 2010-04-19 http://www.dhs.gov/xlibrary/assets/dhs_open_government_plan.pdf Owen Ambur Owen.Ambur@verizon.net Submit error.