text:
More Topics
Creator's Hub
Collect Leads
Get Started
Tips & Tricks
For Business
HUD Open Gov Plan
Upcoming SlideShare
Loading in...
Like this document? Why not share!
Does Government Need an Exit Strate...
by GovLoop
301 views
Creating a Great Individual Develop...
by GovLoop
1946 views
OPM Open Gov Plan
by GovLoop
984 views
Begin Your Path to Capitalizing the...
by GovLoop
304 views
Ocvs Pres
by pattillo
1840 views
Blm external strategy
by blmnational
10149 views
Share SlideShare
Email sent successfully!
Size (px)
Start on
Show related SlideShares at end
WordPress Shortcode
HUD Open Gov Plan
Published on
Apr 07, 2010
0 Comments
Full Name
Comment goes here.
12 hours ago
Are you sure you want to
Your message goes here
Be the first to comment
Be the first to like this
No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
No embeds
No notes for slide
Transcript of "HUD Open Gov Plan"
1. Version 1.1 Updated June 25, 2010
Contents Letter from the Secretary ....................................................................................................... i Executive Summary ............................................................................................................... 1 1 Introduction to HUD ........................................................................................................ 7 2 Strengthening Open Government at HUD ......................................................................... 9 2.1 Aligning Open Government with HUD's Strategic Goals .................................................................................9 2.2 HUD's Customers and Stakeholders ................................................................................................................9 2.3 Open Government Value Proposition ...........................................................................................................10 2.4 Open Government Methodology ..................................................................................................................11 2.5 Cultural Change .............................................................................................................................................13 2.6 HUD's Public Feedback Mechanisms .............................................................................................................15 3 Bureaucracy Busting Flagship Initiatives ......................................................................... 17 3.1 Establish an Innovation Lab to Enhance Program and Support Area Performance ......................................18 3.2 Empower Communities to Combat Homelessness Utilizing Predictive Analytics .........................................18 3.3 Build a Business Practices Exchange for Assisted Housing Providers to Share Ideas ....................................20 3.4 Identify and Update Outdated Policies and Practices ...................................................................................20 3.5 Managing the Flagship Initiatives ..................................................................................................................21 4 Transparency Initiatives ................................................................................................. 22 4.1 Ensure HUD Regulations Are More Easily Available and Usable Online .......................................................22 4.2 Publish HUD-Assisted Housing Locations and Related Information..............................................................22 4.3 Make Housing Related Laws More Accessible to the Public .........................................................................23 4.4 Utilize Web 2.0 and Social Media Tools to Inform and Educate the Public and HUD Personnel ..................23 4.5 Create an Enterprise Wide Data Inventory and Storage Service ...................................................................24 4.6 Create an Online Directory of Major Points of Contact within HUD .............................................................24 4.7 Create Foreign Language Resources at HUD's Field and Headquarters Offices ............................................25 4.8 Participation in Federal Transparency Initiatives ..........................................................................................25 5 Engagement Initiatives................................................................................................... 31 5.1 Provide Improved Online Feedback Capabilities for Customers ...................................................................31 5.2 Provide Online Capabilities for Public Review of HUD Regulations Prior to Implementation ......................31 5.3 HUD Ideas in Action: A Strategic Planning and Open Government Tool .......................................................32 5.4 Transforming Rental Assistance ....................................................................................................................32 6 Collaboration Initiatives ................................................................................................. 34
6.1 Provide Tools to Community-Based Non-Profits to Act as Force Multipliers ................................................34 6.2 Utilize the Department of Energy's Weatherization Assistance Program as a Catalyst for Additional Collaboration to Aid HUD's Customers ................................................................................................................35 6.3 Continue Collaboration with the Federal Communications Commission on Broadband..............................35 6.4 Continue Transportation Related Collaboration with the DOT and EPA .......................................................35 6.5 Continue General Communication with the Public .......................................................................................35 7 Challenges to Utilizing Open Government ...................................................................... 37 7.1 Implementation Challenges ..........................................................................................................................37 7.2 Policy Management ....................................................................................................................................... 38
Letter from the Secretary Our Democracy depends on citizens having access to information that allows them to participate more fully in public life, helps them determine priorities for public spending, ensures equal access to justice, and encourages Americans to hold their public officials accountable. At HUD, I am proud to say that over the past year we have put transparency and accountability front and center with the Recovery Act and the development of our long-term Strategic Plan, a key part of the agency's Transformation Initiative. Within a month of President Obama taking office HUD was helping to create jobs and build and preserve affordable housing through the Recovery Act. It is vitally important that the American people are fully aware of how their tax dollars are being spent and can hold their federal leaders accountable. Therefore, every dollar of Recovery Act funds HUD spends can be reviewed and tracked at HUD's Recovery Act website. The full text of HUD's funding notices and tracking of future performance of these grants is also available on the site. In the fall of 2009, HUD embarked on a strategic planning process to set the overall direction of the agency over the next six years. It has been a highly inclusive process—perhaps one of the most inclusive in HUD's history. In creating its FY2010-2015 Strategic Plan, HUD employed a broad engagement strategy to seek input from its many knowledgeable employees, stakeholders and partners - voices critical to HUD's transformation. The thoughts and ideas of over 1,500 HUD employees and partners have been incorporated into HUD's Strategic Plan. In addition, through an interactive website, HUD Ideas in Action [hyperlink] we provided an opportunity for all 9,500 HUD employees and countless external stakeholders and the public at large to provide input and feedback on the goals and sub-goals proposed for the Strategic Plan. Now we are taking the next step with the creation of HUD's Open Government Plan. Our Open Government Plan was developed by a cross-functional team that included representatives from each of HUD's major program and support areas. This team identified actionable and realistic steps the Department could undertake so that open government activities would result in measurable performance benefits for our customers. While the team provided the basic framework for this plan, we would not have been able to develop a comprehensive plan without input from our stakeholders.
We are committed to changing the culture at HUD into a healthy, open, flexible work environment that reflects the values of HUD's mission and better serves you. Now is the time to begin transforming HUD's housing and community development programs, and the administrative infrastructure that supports them, so they are more transparent, streamlined, and accountable. I am committed to not only ensuring that this Open Government Plan will be implemented, but more importantly, I am committed to listening to you and ensuring that it serves as a catalyst to spur even more significant innovations in how we measure and achieve our strategic goals and objectives. Sincerely, Secretary Shaun Donovan
Executive Summary The President's Open Government Initiative represents a major change in the way Federal Agencies interact with the public. HUD recognizes that open government is about more than new technologies and programs—it is about leveraging new ideas to improve the way the Department serves its HUD's Bureaucracy Busting Flagship Initiatives customers. Whether through the creation of unique partnerships with other Agencies or the 1. Establish an Innovation Lab to Fuel timely dissemination of HUD's data, the Program and Support Area Performance Department has identified ways to utilize the Improvements principles of transparency, engagement, and 2. Proactively Allocate Homelessness collaboration to increase mission efficiency and Prevention Resources Utilizing Predictive efficacy. Analytics 3. Build a Business Practices Exchange for HUD has created a comprehensive plan that takes Housing Providers to Share Ideas into account the specific culture, policy, and 4. Identify and Update Outdated Policies and technology issues that need to be addressed in Practices order to leverage open government to serve HUD missions. This plan describes the approach and key initiatives through which the Department will utilize open government to more effectively implement HUD's strategic plan. Through open government, HUD seeks to: Increase Transparency by: • Making HUD's processes, activities, and regulations more open, accessible, and transparent both internally and to HUD's many stakeholders • Improving access to and the timeliness of HUD's financial and mission-related information by proactively making data available online in consistent, open formats, while protecting privacy, security, and confidentiality Encourage Engagement by: • Creating public online forums to solicit feedback from HUD's customers and guide that feedback into actions that improve mission performance • Providing the public with the online ability to review and provide feedback on proposed rule changes before they are implemented Drive collaboration by: • Creating an exchange where mission related organizations, HUD stakeholders, HUD personnel, and state and local officials can openly share and discuss ideas and best practices and provide feedback on what works and what needs improvement • Providing community-based non-profits access to tools and guidance to aid their establishment, sustainability, and effectiveness as force multipliers in their communities • Continuing to develop HUD's collaborative relationships with other Federal agencies to more effectively implement HUD's strategic plan These efforts will enhance HUD's ability to achieve its strategic goals by utilizing open government as a tool to this end. The Department's strategic goals are to: 1. Strengthen the Nation's housing market to bolster the economy and protect consumers 2. Meet the need for quality affordable rental homes 1
3. Utilize housing as a platform for improving quality of life 4. Build inclusive and sustainable communities free from discrimination 5. Transform the way HUD does business The following pages provide an overview of HUD and its mission (Chapter 1), the approach the Department took to determine how open government could most effectively assist HUD's strategic goals (Chapter 2), HUD's bureaucracy busting flagship initiatives (Chapter 3), transparency initiatives, (Chapter 4), engagement initiatives (Chapter 5), collaboration initiatives (Chapter 6), and the challenges to utilizing open government (Chapter 7). HUD's flagship open government capstone concept is bureaucracy busting. Bureaucracy busting is about fundamentally changing the way that HUD does business, and making the Department more efficient, proactive, flexible, and communicative. This plan includes multiple bureaucracy busting flagship initiatives that are all new and innovative, and that will enable the Department to reduce the number of unnecessary, time-consuming, and redundant processes, and to streamline interactions with HUD's stakeholders. These initiatives will receive priority support and resources as necessary. Since the Open Government Plan is a living document, the list of flagship initiatives in this document is by no means final. As HUD continues to adapt and innovate, old initiatives may be modified and new initiatives may be added. The following table provides a high level description of the Department's bureaucracy busting flagship initiatives, each of which is further detailed in Chapter 3 of this plan. Table 1 – HUD's Flagship Initiatives Number Flagship Initiatives Description FS-1 Establish an Innovation Lab to Fuel Program and Establish an innovation lab to incubate novel and unique Support Area Performance Improvements ideas and tools that enhance HUD's mission performance. Leverage the innovation lab to break through bureaucracy barriers to quickly turn ideas into improvements. FS-2 Empower Communities to Combat Utilize data assets from throughout the Federal Homelessness Utilizing Predictive Analytics government in order to build predictive models and map based visualizations of communities that are trending towards increased levels of homelessness. Data can be leveraged from HUD, Commerce, Labor, Health and Human Services, and others in order to gain insight into communities that are at risk of increased homelessness. This data will be shared with the public in map form as well as raw data form via Data.gov. FS-3 Build a Business Practices Exchange for Assisted Create an online capability through which assisted housing Housing Providers to Share Ideas providers can share and discuss successful programs and ideas for service delivery. FS-4 Identify and Update Outdated Policies and Collaborate with HUD's customers and stakeholders to Practices identify and update business policies and practices within HUD. Each of these flagship initiatives has been selected due to their support of multiple elements of the HUD Strategic Plan. The following table provides a snapshot of which of HUD's strategic goals are supported by each of the flagship initiatives in this Open Government Plan. 2
Table 2 – HUD's Flagship Initiatives Mapped to HUD's Strategic Goals Number Flagship Initiatives Goal 1 Goal 2 Goal 3 Goal 4 Goal 5 FS-1 Establish an Innovation Lab to Fuel Program and X X X X X Support Area Performance Improvements FS-2 Empower Communities to Combat Homelessness X X X X X Utilizing Predictive Analytics FS-3 Build a Business Practices Exchange for Assisted X X X X X Housing Providers to Share Ideas FS-4 Identify and Update Outdated Policies and X X X X X Practices Transparency initiatives are projects that will help HUD publish its information online in useful formats and in contexts that help the public. The following table provides a high level description of HUD's transparency initiatives, each of which is further detailed in Chapter 4 of this plan. Table 3 – HUD's Transparency Initiatives Number Transparency Initiatives Description T-1 Ensure HUD Regulations Are More Easily Available Provide HUD's rules and regulations in a centralized, and Usable Online machine-readable, online format that is easy to use, share, search, and download. T-2 Publish HUD-Assisted Housing Locations and Make HUD-assisted housing location data available Related Information online in a centralized, machine-readable, online format that is easy to use. Make the data available as a service so that other websites can leverage the data for maps and other uses. T-3 Make Housing Related Laws More Accessible to Put decisions online in a centralized, machine-readable, the Public online format that is easy to use, share, search, and download. T-4 Utilize Web 2.0 and Social Media Tools to Inform Utilize Web 2.0 and social media tools such as YouTube and Educate the Public and HUD Personnel to create media informing the public about HUD's services and how these services can be leveraged. Also leverage these capabilities to provide training internal to HUD. T-5 Create an Enterprise Wide Data Inventory and Create a list of the data that HUD maintains and capture Storage Service standard metadata so that it can be shared as appropriate. Proactively plan to phase in additional sharing of data through initiatives like Data.gov. T-6 Create an Online Directory of Major Points of Create a directory that will enable the public to more Contact within HUD easily find and contact HUD offices and personnel. Ensure that the directory is usable in a variety of formats. T-7 Create Foreign Language Resources at HUD's Field Create foreign language capabilities to better serve and Headquarters Offices HUD's non-English speaking customers. T-8 Participation in Federal Transparency Initiatives Continue to utilize tools such as Data.gov to proactively share information with the public. 3
Each of these transparency initiatives has been selected due to their support of multiple elements of the HUD Strategic Plan. The following table provides a snapshot of which of HUD's strategic goals are supported by each of the transparency initiatives in this Open Government Plan. Table 4 – HUD's Transparency Initiatives Mapped to HUD's Strategic Goals Number Transparency Initiatives Goal 1 Goal 2 Goal 3 Goal 4 Goal 5 T-1 Ensure HUD Regulations Are More Easily Available X X X X and Usable Online T-2 Publish HUD-Assisted Housing Locations and X X X X X Related Information T-3 Make Housing Related Laws More Accessible to the Public X X T-4 Utilize Web 2.0 and Social Media Tools to Inform X X and Educate the Public and HUD Personnel T-5 Create an Enterprise Wide Data Inventory and X X X Storage Service T-6 Create an Online Directory of Major Points of X Contact within HUD T-7 Create Foreign Language Resources at HUD's Field X X X X and Headquarters Offices T-8 Participation in Federal Transparency Initiatives X X X Engagement initiatives are projects that will create opportunities for the public to participate throughout HUD's decision-making processes. The following table provides a high level description of HUD's engagement initiatives, each of which is further detailed in Chapter 5 of this plan. Table 5 – HUD's Engagement Initiatives Number Engagement Initiatives Description E-1 Provide Improved Online Feedback Capabilities Allow the public to provide feedback through a variety of for Customers channels, aggregate and track the feedback, and provide responsive actions based on it. E-2 Provide Online Capabilities for Public Review of Provide mechanisms through a variety of channels so HUD Regulations Prior to Implementation that the public can review and provide comment on regulations prior to their implementation. E-3 HUD Ideas in Action: A Strategic Planning and Provide the public with ways to provide innovative ideas Open Government Tool and ensure that HUD enables these ideas to improve the Department's services. E-4 Transforming Rental Assistance Create a unified and standardized process for managing HUD's relationship with rental assistance programs and provide better customer service to its customers. Each of these engagement initiatives has been selected due to their support of multiple elements within the HUD Strategic Plan. The following table provides a snapshot of which of HUD's strategic goals are supported by each of the engagement initiatives in this Open Government Plan. 4
Table 6 – HUD's Engagement Initiatives Mapped to HUD's Strategic Goals Number Engagement Initiatives Goal 1 Goal 2 Goal 3 Goal 4 Goal 5 E-1 Provide Improved Online Feedback Capabilities for X X X X Customers E-2 Provide Online Capabilities for Public Review of X X HUD Regulations Prior to Implementation E-3 HUD Ideas in Action: A Strategic Planning and X X Open Government Tool E-4 Transforming Rental Assistance X X X X X Collaboration initiatives are projects that will help HUD revise its current practices to further cooperation with other Federal and non-Federal government Agencies, the public, and non-profit and private entities in fulfilling the Department's core mission activities. The following table provides a high level description of HUD's collaboration initiatives, each of which is further detailed in Chapter 6 of this plan. Table 7 – HUD's Collaboration Initiatives Number Collaboration Initiatives Description C-1 Provide Tools to Community-Based Provide community-based non-profits access to tools and guidance Non-Profits to Act as Force Multipliers to aid their establishment, sustainability, and effectiveness as force multipliers in their communities. C-2 Utilize the Department of Energy's Expand existing efforts to help residents of HUD-assisted housing Weatherization Assistance Program as weatherproof their homes. Increase collaborations with a Catalyst for Additional Collaboration Department of Energy so that information is more readily available to Aid HUD's Customers via online channels that are appropriate for HUD's customers. C-3 Continue Collaboration with the Build on efforts to help residents of HUD-assisted housing obtain Federal Communications Commission broadband internet access to enhance the nation's economic base. on Broadband C-4 Continue Transportation Related Continue to strengthen HUD's partnerships with the DOT and EPA to Collaboration with the DOT and EPA focus on transportation planning and sustainable growth. C-5 Continue General Communication with Continue HUD's public facing engagement activities associated with the Public its Office of Public Affairs. Each of these collaboration initiatives has been selected due to their support of multiple elements of the HUD Strategic Plan. The following table provides a snapshot of which of HUD's strategic goals are supported by each of the collaboration initiatives in this Open Government Plan. Table 8 – HUD's Collaboration Initiatives Mapped to HUD's Strategic Goals Number Collaboration Initiatives Goal 1 Goal 2 Goal 3 Goal 4 Goal 5 C-1 Provide Tools to Community-Based Non-Profits to X X X X X Act as Force Multipliers 5
Number Collaboration Initiatives Goal 1 Goal 2 Goal 3 Goal 4 Goal 5 C-2 Utilize the Department of Energy's Weatherization Assistance Program as a Catalyst for Additional X X X X Collaboration to Aid HUD's Customers C-3 Continue Collaboration with the Federal X X X X Communications Commission on Broadband C-4 Continue Transportation Related Collaboration X X with the DOT and EPA C-5 Continue General Communication with the Public X X X This Open Government Plan is a living document. As HUD increases transparency, engagement, and collaboration, this plan will be refined and expanded with new ideas and initiatives. 6
1 Introduction to HUD HUD and its roughly 9,600 employees occupy a leadership role in increasing homeownership, supporting community development, and increasing access to affordable housing that is free from discrimination. The President's fiscal year 2011 budget request for HUD totals $41.6 billion. The budget request supports HUD's five main strategic goals, which are to: 1. Strengthen the Nation's housing market to bolster the economy and protect consumers, 2. Meet the need for quality affordable rental homes, 3. Utilize housing as a platform for improving quality of life, 4. Build inclusive and sustainable communities free from discrimination, and 5. Transform the way HUD does business. Since its first day of operation in 1965, HUD's programs have evolved to meet the changing needs of the nation. Today, the Department comprises the following major program areas: Office of Community Planning and Development - The Office of Community Planning and Development (CPD) seeks to develop viable communities by promoting integrated approaches that provide decent housing, a suitable living environment, and expanded economic opportunities for low and moderate income persons. To accomplish these goals, CPD develops partnerships among all levels of government and the private sector, including for-profit and non-profit organizations. Office of Fair Housing and Equal Opportunity – The Office of Fair Housing and Equal Opportunity (FHEO) administers Federal laws and establishes national policies that make sure all Americans have equal access to the housing of their choice. FHEO does this by implementing and enforcing civil rights laws, including Title VI of the Civil Rights Act of 1964, and by proactively working with private industry, fair- housing, and community advocates. Office of Field Policy and Management - The Office of Field Policy and Management (FPM) provides direction and oversight for HUD's Regional and Field Office Directors, where the majority of HUD's employees are located. It communicates the priorities and policies of the Secretary to these managers, and ensures the effective pursuit of the Department's broader initiatives. In addition, FPM ensures that program impacts and customer service at the local level are assessed, and also provides operational feedback to HUD's central leadership. Ginnie Mae - Ginnie Mae provides guarantees on mortgage-backed securities backed by federally insured or guaranteed loans, mainly loans issued by the Federal Housing Administration, the Department of Veterans Affairs, the Department of Agriculture's Rural Housing Service, and HUD's Office of Public and Indian Housing. Ginnie Mae securities are the only mortgage-backed securities that are guaranteed by the United States government, and it plays a vital role in channeling capital into the nation's housing markets. Office of Healthy Homes and Lead Hazard Control - The Office of Healthy Homes and Lead Hazard Control (OHHLHC) works to eliminate childhood lead poisoning caused by lead-based paint hazards in older housing and to address other housing-related health and safety risks. The OHHLHC provides funding to state and local governments to control lead-based paint hazards in older housing, and grants to state and local governments, universities, and private-sector entities to protect children and their 7
families from health and safety hazards in the home. In addition, the office provides public outreach and technical assistance, and conducts technical studies to develop and assess cost-effective ways of reducing residential health and safety problems. Office of Housing - The Office of Housing provides vital public services through its nationally administered programs and the control it exerts over the housing industry. One of the office's primary responsibilities is overseeing the Federal Housing Administration (FHA), the largest mortgage insurer in the world. The office also provides mortgage insurance to facilitate the construction of single and multifamily housing. Office of Policy Development and Research– PD&R's primary function is to support HUD's mission and the policy agenda of the Secretary. PD&R performs policy analysis, research, surveys, and evaluations to help important stakeholders make informed decisions on about the Department's policies, programs, and proposals. PD&R also provides data support for HUD's ongoing operations, and builds partnerships with universities and other private institutions. Office of Public and Indian Housing - The role of the Office of Public and Indian Housing is to ensure safe, decent, and affordable housing, create opportunities for residents' self-sufficiency and economic independence, and assure fiscal integrity by all program participants. PIH also strives to improve Public Housing Authority management, and the service delivery efforts of Indian housing authorities and tribally designated housing entities, through oversight, assistance, and selective intervention by dedicated field personnel. Office of Sustainable Housing and Communities - The mission of the Office of Sustainable Housing and Communities is to create sustainable communities by connecting housing to jobs, fostering local innovation, and helping to build a more energy efficient economy. The office continues to coordinate Federal housing and transportation investments in order to reduce transportation costs, improve housing affordability, and increase access to employment opportunities. In addition, the office works with Federal Agencies, states, local communities, and industry partners to catalyze innovation and reduce energy consumption in the residential sector. 8
2 Strengthening Open Government at HUD HUD's Open Government Plan is a roadmap that describes how the Department will utilize open government as one of its many tools to enable the implementation of its strategic plan. This Open Government Plan reflects the input of HUD's senior policy, legal, and technology leadership, as well as the general public. 2.1 Aligning Open Government with HUD's Strategic Goals At the core of HUD's Open Government Plan is the alignment of open government activities to HUD's strategic goals. The Department realizes that in order to fully achieve performance improvements from open government efforts and maintain sustained commitment to increasing transparency, engagement, and collaboration, open government objectives need to align with HUD's strategic goals. Within HUD's program areas, there have been innovations in transparency, engagement, and collaboration that have helped with mission delivery. Some of these existing and ongoing initiatives are documented in Chapters 4, 5, and 6 of this plan. Although strides have been made, there are always new innovations to apply to mission delivery. During the development of this plan, HUD worked with each of its mission areas to define a concept of open government that was applicable and relevant not only to HUD's strategic goals but also to HUD's customers. As described in the Executive Summary, the result is a series of open government initiatives that have been developed with the express intent of enabling the delivery of HUD's strategic plan. 2.2 HUD's Customers and Stakeholders HUD's mission puts it in direct contact with a significant portion HUD Facts: of the population. Its customers are a diverse group of • HUD employs 9,664 staff, 6,477 individuals and families that all have unique needs, tastes, and of whom are located in its field preferences. Its partners and stakeholders include: offices • The Federal Housing • Private non-profits Administration (FHA) has helped • Corporate partners refinance 800,000 homeowners • Elected officials into stable, affordable, fixed-rate • Community-based non-profits mortgages • Housing providers • Over 9 million people live in • Good governance groups Federally assisted housing - Around 4.5 million are children This Open Government Plan was developed not only for HUD's - Around 1 million are seniors direct stakeholders, but also for an extended collection of stakeholders that include academic researchers, private businesses, and citizens that may not currently utilize HUD's services. The Department recognizes that each group has its own needs for transparency, engagement, and collaboration. 9
2.3 Open Government Value Proposition The primary goal of HUD's Open Government Plan is to leverage open government to improve mission delivery. One of the primary values of open government is properly utilizing the vast ingenuity and creativity of the public to generate ideas that can help government function more efficiently. The public, given the right tools, can help the government identify the most pressing areas for transformation and the solutions for them. Challenges including homelessness, fair housing, rental assistance, and community planning can be more effectively overcome by tapping into the talent and energies of the public. By introducing open government initiatives that tie directly to HUD's strategic plan, HUD can (1) enhance mission performance and results through the identification of inefficient activities or processes; (2) leverage the public's knowledge and experience to identify new innovations or opportunities; and (3) create a stronger relationship between HUD and the American public. Figure 1 - Benefits of Open Government to HUD HUD will develop a robust performance measurement methodology that properly captures the monetary and non-monetary benefits that it will receive from its open government activities. This will include the use of a balanced scorecard to capture benefits and performance, and to identify areas that may need further improvement. Some key performance indicators may include items like: • The number of projects or programs that have considered the public's feedback to address mission performance • Effects of these comments on mission performance • The number of comments received and adjudicated (as a percentage) This is by no means an exhaustive list, and HUD will continuously engage with its program areas in further detail to identify relevant performance metrics that may be unique to each area. 10
2.4 Open Government Methodology HUD's Open Government Plan development followed a comprehensive methodology that looked holistically at its current policy, cultural, and technology environments. This will enable HUD's open government activities to be frequently revised to adapt to changing operating environments. 2.4.1 HUD's Open Government Framework & Significant Stakeholders HUD has adopted a comprehensive lifecycle management approach to help identify and plan for its open government initiatives. HUD's open government framework, shown below in Figure 2, includes the program lifecycle phases, crucial areas of assessment, and the key players involved in the planning and executing of HUD's open government efforts. Figure 2: HUD's Open Government Framework Lifecycle Phases: 1. Assess: Understand the current state 2. Plan: Determine direction and tie strategies to outcomes 3. Implement: Make change 4. Measure: Monitor changes in performance metrics 5. Improve: Iterate on the plan and approaches to improve performance LEGEND OCIO: Office of the Chief HR: Human Resources Information Officer OPA: Office of Public OSPM: Office of Affairs Strategic Planning and IGA: Intergovernmental Management Affairs OGC: Office of General OCFO: Office of the Counsel Chief Financial Officer The lifecycle phases each include activities that span many if not all of HUD's organizations. The grey ring in Figure 3 illustrates the HUD organizations that own portions of the policy, technology, and culture components of the open government discipline. Open government at HUD is dependent on these organizations actively contributing to the planning and management of HUD's open government initiatives. 11
Figure 3: Mission and Support Area Involvement with Open Government Activities In phase 1 (Assess), HUD assessed its operational environments and determined the most appropriate ways that open government can be leveraged. HUD's governance structure, outlined in section 2.5.1, will provide the leadership and oversight to ensure that the Department is properly assessing its current operational environments and aligning open government with its strategic plan. In phases 2 and 3 (Plan and Implement) HUD will fully plan and prioritize the piloting and implementation of its open government initiatives. Phases 4 and 5 (Measure and Improve) will be a continuous process that will seek to measure the benefits HUD is receiving from its open government initiatives. The Department will retire or modify an initiative or solution if its utility decreases below a threshold set by HUD's open government leadership group. 2.4.2 Solicitation of Public Comment During the development of the Open Government Plan, HUD also provided opportunities for the public to provide ideas for improving HUD operations in the areas of transparency, participation, collaboration, and innovation. HUD used its IdeaScale website (https://openhud.ideascale.com) and its HUD Ideas in Action (http://hudideasinaction.uservoice.com) website to solicit public ideas. HUD's IdeaScale site was created specifically for the purpose of informing its Open Government Plan, while the Ideas in Action site was created to inform its strategic plan. Many of the comments and ideas on the Ideas in Action site, however, are relevant to open government. Section 5.3 details how these 12
comments were utilized, and how this site will continue to contribute to HUD's open government activities in the future. 2.5 Cultural Change HUD, like many organizations, will need targeted Cultural Change Case Study: internal training and consistent communications to The ability to identify repetitive, inefficient help promote a culture of innovation, transparency, processes and solutions is a key and openness. To facilitate this cultural change, HUD organizational tool within HUD. Developing will leverage a leadership and governance structure social media forums like an internal HUD and a communications plan with measureable IdeaScale page to identify and target results. This will help enable the Department to outdated practices will: move to a more open environment where transparency, engagement, and collaboration are a 1) Expose inefficiencies in a timely manner vital part of everyday operations. 2) Validate potential solutions through peer review. 2.5.1 Leadership and Governance As illustrated below, open government at HUD is governed by a dedicated leadership and governance structure. Figure 4 – HUD's Open Government Governance Structure HUD's governance structure consists of three working groups that work with the Customer Care Committee, one of HUD's governance bodies, to make the appropriate decisions about where to invest time and resources for open government activities. The Customer Care Committee's membership consists of senior executives who have detailed knowledge of HUD's strategic activities and processes, enabling them to make informed open government investment decisions. The Data.gov working group and the Office of General Counsel provide support as necessary to the Customer Care Committee and its members. Lastly, HUD's open government Executive Sponsor, the 13
Chief Operating Officer, provides the necessary leadership, oversight, direction, and vision to ensure open government is achievable, sustainable, and aligned with the Department's strategic plan. 2.5.2 Communications Plan As a part of the open government planning process, HUD will develop an internal and external communications plan that will provide a framework for coordinating all communications that take place as part of HUD's open government planning and implementation activities. It is intended to be a living document that guides the Department in developing and implementing communications initiatives and products to provide stakeholders with accurate and timely information about HUD's open government activities. HUD Facts: The extent of the administration's commitment to open • Provides over $1.4 billion in government will be new for some civil service employees and homeless assistance funding to needs to be integrated into the workplace. It will therefore 6,445 programs require deliberate actions geared towards cultural change in • $738 million to provide HUD. In essence two different communication campaigns are permanent housing solutions to needed; one internally for HUD employees, and one to ensure the homeless the public is aware of the implementation and can participate in • Coordinates and interacts with the development of open government. over 3,200 public housing authorities Therefore the first focus will be on internal communications built around simple and cost effective strategies to internalize the idea of transparency, engagement, and collaboration. The goal of the plan is to help employees see themselves as agents of change and not just people affected by change. The key objectives of the Internal Open Government Communications Plan are: • To raise internal awareness of the Open Government initiative and its implementation • To build internal support for the implementation of the Open Government Program • To create a culture of openness at HUD Core values to be communicated are a sense of service to the public and the importance to democracy and professional excellence of disclosing information. This can be done by using the following messages in training sessions and other points of contact: • Public servants are stewards of government information on behalf of the taxpayers • Providing information to the people is an integral part of the role of civil service • Public servants create records of the government, most of which, barring privacy concerns could be made available to the people • HUD's employees are citizens too, and it is in their interest to promote and embrace these changes Strategies for this plan include: • Town hall meetings hosted by HUD leadership to discuss open government • HUD-wide email distributions • Publicize milestones 14
• Internal webcast explaining responsibility/accountability • Workshops with Field Policy Management leadership • A quarterly Open Government Newsletter • Using HUD's intranet to keep people informed • Providing a comprehensive HUD web index A second external communications plan will also be developed. This plan will be geared towards the public – informing and educating them on the scope of open government. For the public it will be important to: • Explain the principles of open government • Create awareness of the value of open government • Educate the public on how to access the information they want Strategies: • Incorporating Open Government messaging into HUD speeches by senior leadership • Publicizing Open Government website via social media including blogs, You Tube, Twitter and Facebook and encouraging feedback • Posting Open Government URL on all Department websites • Using earned media events to get the message out The Open Government Communications Plan will help drive an internal cultural shift and devise an educational and media campaign to promote the new information HUD will be proactively providing to its stakeholders. It will also provide HUD's employees with the information and strategies for effective communication about open and transparent government. 2.6 HUD's Public Feedback Mechanisms Public feedback is a vital part of open government. As one of its open government initiatives, HUD will utilize public feedback mechanisms that will allow the public, stakeholders, and HUD's customers to give direct feedback to mission owners and personnel. HUD will utilize a variety of tools including email, its website, and social media. The diagram below illustrates the feedback review process in more detail: 15
Figure 5 – HUD's Potential Open Government Comment Adjudication Process HUD will make every effort to direct substantive public comments and feedback to the appropriate personnel, including the Office of Public Affairs and the communications offices attached to the Department's various program areas. In cases where a personalized response is necessary, HUD will ensure that it complies with Federal and Departmental communications procedures. HUD is committed to active and effective public communication, and aims to achieve a maximum response time of 6 working weeks from the submission of a comment to its successful adjudication. 16
3 Bureaucracy Busting Flagship Initiatives HUD will undertake multiple flagship initiatives with the overarching theme of improving openness while reducing the number of unnecessary, timetime-consuming, and redundant processes that currently exist within the Department. These projects will reduce bureaucratic inefficiencies, foster more streamlined interaction with stakeholders, and improve the Department's ability to be open and responsive. The diagram below illustrates HUD's flagship initiatives: w Figure 6 – HUD's Flagship Initiatives They will receive priority support and additional administrative resources in order to disseminate a culture of efficiency and responsiveness throughout HUD. Each of these projects aligns with the throughout Department's broader strategic goals while also enhancing transparency, engagement, and collaboration with the public, other Agencies, and stakeholders. 17
3.1 Establish an Innovation Lab to Enhance Program and Support Area Performance The establishment of an Innovation Lab can benefit HUD through the incubation of novel and unique ideas that improve its interactions with customers, increase mission efficiency and efficacy, and reduce duplication of effort. The innovation lab could explore the possibility of utilizing geo-located texting services to inform its most vulnerable customers about critical services in emergency situations. For example, if a municipality with numerous HUD-assisted housing units was expected to experience flooding, the Department could, with the right technology, send out a timely warning to its customers and tell them where they could best receive assistance. Many of HUD's customers might lack easy access to the Internet, but many have cell phones with texting capabilities and this is a fruitful area for additional research. Another possible project is the development of an iPhone, Android, Windows 7, or other mobile operating system application that allows HUD's stakeholders, partners, and customers to access relevant information about the locations of the Department's field offices, local housing providers, or other relevant information. Such an application would not only be useful in an office setting, but also in mobile situations, enabling housing providers and other personnel to go out in the field, engage with their customers, and provide on-the-spot resolution of questions. Innovation lab personnel will engage with the target market for such an application to determine what information would be most useful to them in both an office and mobile environment. Setting up such a lab will require significant consultation with stakeholders, the development of an appropriate governance structure, modification of relevant policies, and the procurement of a dedicated source of funding. However, recognition of the lab's importance in producing and disseminating new methods that complement HUD's efforts in transparency, engagement, and collaboration should allow these obstacles to be overcome. 3.2 Empower Communities to Combat Homelessness Utilizing Predictive Analytics Since 2001, HUD has worked with communities to implement and use local Homeless Management Information Systems (HMIS) to collect client-level data to discover the number and characteristics of homeless persons. Today, nearly every city and county in America operates HMIS. HUD reports national and local data on homelessness to Congress and the public through the Annual Homelessness Assessment Report (AHAR). Given the critical need for timely information in the current economic downturn, HUD is expanding the use of the HMIS System so it can serve as a platform to help communities more effectively confront homelessness. The recent passage of the HEARTH Act of 2009 aligns with this effort by consolidating and simplifying HUD's various homelessness resources. The information from the HMIS helps determine whether homelessness is increasing or decreasing and what sub-populations are most affected. As a result of these efforts, community leaders and the public will know more about the nature and size of the challenge and be better able to target limited resources to maximize effectiveness. Under new programs such as the Homelessness Prevention and Rapid Re- Housing Program (HPRP), funded through the Recovery Act in 2009, communities will have resources to create meaningful local projects aimed at preventing homelessness and rapidly re-housing those who 18
are currently experiencing it. These programs align with HUD's strategic initiative of "Ending Homelessness by Preventing It." Moreover, through HUD's Homelessness Resource Exchange (HRE) web site, field research, on-line surveys, and townhall meetings, HUD will seek input from community stakeholders and the public about how best to reduce and ultimately eliminate homelessness. Information received through these Causes of Homelessness are Varied and efforts will be used to identify best practices and Will Be Combated by Acting on Inter- outcomes of HPRP, and to assess the impact of other Agency Information and Analysis homelessness programs. HUD will make this data • Job Losses publically available, and it will engage its stakeholders in • Mortgage Foreclosures identifying its most useful attributes. • Excessive Medical Costs • Influx of Immigrants Building on all of these efforts, HUD will assume a • Return of Soldiers After Active Duty proactive leadership role in the Administration's efforts • Shifting Industries to combat homelessness by endeavoring to develop a new and innovative set of tools and processes. The Department's effort is unique because it will seek to predict the future course of homelessness in a community, and it will allow HUD to proactively allocate homelessness resources. Similar to how the Department of the Interior tries to predict where wildfires will occur using relevant data on precipitation, wind, and temperature, HUD and its partners will try to predict which geographic areas are at risk of heightened levels of homelessness HUD believes that research is needed to determine how combining information from multiple agencies could lead to the development of a predictive model that could help communities avert homelessness before it happens. The first phase of this effort is to collect data that could be used in a predictive model, and the second phase is to develop an interactive model and make it available to the public. The illustration below displays a potential tool via an interactive map: Figure 7 –Mapping Areas of Potentially High Homelessness 19
As part of this research effort, HUD will proactively explore partnerships with relevant non-profits, the US Census Bureau, Health and Human Services, the Departments of Labor, Commerce, and Defense, the Veterans Administration, and other agencies or groups to identify collaborative ways in which each organization can contribute to the fight against homelessness. Cooperation with financial regulatory agencies and other entities gathering relevant economic data Homelessness Facts: may also provide HUD with valuable leading indicators of Nearly 1.6 million people use potential increases in homelessness. This cooperation will emergency or transitional planning include data sharing agreements to identify information that every year can be shared among these groups to provide the best predictive capability in identifying areas for rapid increases in homelessness. This proactive tool will not only address homelessness, but also yield substantial cost savings. The costs of sheltering families in transitional housing are substantially greater than those associated with programs such as the HPRP. Predicting when and where homelessness will strike will allow HUD and its local partners to use more affordable and sustainable long-term programs instead of short-term, expensive, and patchwork solutions. 3.3 Build a Business Practices Exchange for Assisted Housing Providers to Share Ideas HUD not only wants to 'bust bureaucracy' within its own corridors, but also act as a catalyst for change among the various state, local, and tribal assisted housing providers that it cooperates with. The Department will create a best practices repository, where "When Washington lags a housing providers may upload programs they consider to be generation behind in how we do successful for review by other interested parties. Much as business, that has a real and visitors to Amazon.com can vote on the usefulness and serious impact on people's lives." relevance of user-submitted reviews, viewers of the best practices stored in the repository will be able to vote on those - President Obama that they find most helpful. The repository will be a community in which housing provider personnel, their customers, and the general public can collaborate and communicate with each other without the direct involvement of HUD. The Department will also utilize this tool to help local housing providers, especially those with limited resources, find and utilize previously developed plans, which will allow them to focus on delivering value to their customers. 3.4 Identify and Update Outdated Policies and Practices HUD will begin a comprehensive program dedicated to identifying and updating outdated policies, regulations, and practices that no longer bring mission value and that are needlessly hindering the Department's performance. These barriers to progress exist at the Federal, state, and local levels, and will require that HUD adopt a targeted and balanced effort to address them. Modifying outdated rules and regulations will not only increase HUD's efficiency, but also help in changing the Department's culture to one that is more proactive in identifying mission impediments and more flexible in serving its customers. 20
This may include the use of social media tools, such as Youtube, HUD's current hiring process to post archived video recordings of all of HUD's public meetings requires: or current processes. This initiative is fully in keeping with HUD's strategic plan, and it will involve all functional areas • 40 steps within the Department. External stakeholders, public • 19 signatures participants, and HUD's employees who adhere to outdated policies will aid in their identification. This will require HUD to It averages 139 days from start to engage with relevant stakeholder groups and publish its current finish, as documented by OMB's policies, processes, and regulations for public comment in order Deputy Director of Management, to identify inefficient ones that can be updated. Jeffrey Zients. 3.5 Managing the Flagship Initiatives As depicted in Figure 8, HUD will utilize standard project management practices, as developed by the Project Management Institute (PMI), in order to initiate, manage, and deploy HUD's flagship initiatives. Figure 8 – HUD's Flagship Initiative Project Management Process This framework provides a comprehensive, scalable, and repeatable set of guidelines that will standardize the way flagship initiatives are managed and deployed so the public interacts with a set of tools that have undergone similar quality control checks to ensure standardization and ease of use. 21
4 Transparency Initiatives The Open Government Directive describes transparency as promoting "accountability by providing the public with information about what the government is doing." In order to achieve this goal, HUD will increase its efforts to publish information in open formats that can be utilized by a wide variety of users. The following sub-sections introduce transparency related projects HUD is currently or will be undertaking. The Department already conducts some these activities, but there is room for improvement in making the relevant processes and data more open to the public. 4.1 Ensure HUD Regulations Are More Easily Available and Usable Online One of HUD's major mission areas is the administration and enforcement of laws. For example, fair housing laws prohibit discrimination on the basis of race, color, religion, sex, national origin, disability, or family status. Relevant laws and statutes are relatively complicated and not always easily accessible. HUD will publish its regulations in machine-readable formats for direct use by the public, HUD employees from other mission areas, other government personnel, and private-sector developers. This will increase the transparency of these regulations, and allow for their broader dissemination and understanding. Third parties, such as community-based not for profits, will be able to more quickly disseminate information to their constituents, and more easily inform citizens of their rights. 4.2 Publish HUD-Assisted Housing Locations and Related Information HUD strives to ensure America's citizens have access to safe, decent, and affordable housing. The Department does this through the outright ownership of housing stock, and also through various subsidies and rental voucher programs. Detailed information about HUD's housing portfolio, such as the availability of units and where they are located, has traditionally been inaccessible to the public. Open Government Initiatives Gathering this information and putting it online in an Formulated from IdeaScale Comments: easily navigable and machine readable format will allow • T-1: Ensure HUD Regulations are for greater ease of use on the part of citizens requiring More Easily Available and Usable HUD's services. Moreover, it will enable researchers, Online developers, and other consumers of data outside of the • T-2: Publish HUD-Assisted Housing Department to better utilize the information that is Locations and Related Information already being collected. • T-3: Make Housing Related Laws more Accessible to the Public HUD is aware of the potentially sensitive nature of this information, and it will ensure that none of its customers' • E-1: Provide Improved Online personally identifiable information (PII) is released during Feedback Capabilities for Customers the implementation of this initiative. This will include • E-2: Provide Online Capabilities for limiting the level at which housing units are identified to Public Review of HUD Regulations the zip-code or congressional district level, thus limiting Prior to Implementation the ability of PII information being disclosed or discovered through mash-ups with other data. Delivery mediums of the data released in accordance with this initiative will take into account its likely consumers. In particular, low-income members of the public might not always have easy access to the 22
Internet. The effective delivery of such information will require internal education of HUD employees, as well as clear communication with community-based non-profits that interact with these customers most frequently. In addition to aiding citizens participating in HUD's numerous assisted housing programs, the greater flexibility, accountability, and transparency that will result from this program will also be of great assistance to the Department in monitoring the state of its assets and the use of its funds. 4.3 Make Housing Related Laws More Accessible to the Public HUD's Office of Hearings and Appeals is an independent adjudicatory office within the Department whose administrative law judges conduct hearings and make determinations in accordance with existing statutes, regulations, and procedures. These administrative law judges have jurisdiction to hear and decide cases involving certain sections of the US Code, as well as cases involving interstate land sales, HUD sanctions, and community block grants. The Department's current website allows citizens to read substantive decisions issued by administrative law judges, but does not contain subsequent determinations that might have been made by either the HUD Secretary or a Federal court. This means citizens cannot necessarily discover the final outcome of a case. Additionally, the available cases are organized in simple chronological and alphabetical order, which makes conducting effective searches difficult. Uploading these cases in an easily searchable, machine-readable format would improve both the access and transparency of such decisions. HUD will utilize this initiative to publish housing related laws in one centralized site that is easily accessible. Similar to the Public Resource's notion of a law.gov site, or the Federal Communications Commission's calls for transparency in expanding broadband access, HUD's site will be a central location that its customers can use to view and comment on laws affecting their housing rights. 4.4 Utilize Web 2.0 and Social Media Tools to Inform and Educate the Public and HUD Personnel Since HUD performs a diverse set of functions, citizens seeking its services must often procure different forms from several different program areas. The resulting process can be confusing and time- consuming. In an effort to better serve the American people, the U.S. Department of Housing and Urban Development (HUD) has embraced social media and streamlined its Web site contact tools to facilitate open communication and total transparency. As the new generation of information seekers primarily accesses news and other content through social networking sites like Facebook and Twitter, HUD deemed it essential that the Department get up to speed on today's popular channels of communication. After all, 50 percent of Facebook's 400 million users log on every day, according to Facebook. Furthermore, while only 21 percent of Twitter's 19 million users are active, that's still 3,990,000 people to reach, according to Mashable.com, a respected social media news blog. HUD also created its own Youtube channel, which currently features Lead Free Kids, a collaborative effort with the Ad Council about lead-based paint, and a short informational video about fair housing. 23
Users access 2 billion videos a day on YouTube, according to the site. Ultimately, the proof is in the numbers and in the preferences of the American people. So, stay connected with HUD via RSS (really simple syndication) Feeds, the HUD Facebook page, HUD Twitter, the HUD Youtube Channel, the HUD wiki and the recently launched HUD Mobile site. RSS Feeds: http://www.hud.gov/rss/index.cfm HUD Facebook page: http://www.facebook.com/HUD HUD Twitter: http://twitter.com/HUDnews HUD Youtube Channel: http://www.youtube.com/HUDchannel HUD wiki: http://www.hud.gov/wiki HUD Mobile: http://portal.hud.gov/portal/page/portal/HUDMobile Numerous opportunities exist across the Department including innovative solutions that are not only directed at the public and customers, but internal HUD employees, as well. Field personnel have often stated the need for services that currently exist within HUD, but that they are simply unaware that they have access. Web 2.0 and social media delivery mediums will notify HUD field personnel of specific capabilities that can address their unique needs. 4.5 Create an Enterprise Wide Data Inventory and Storage Service HUD currently manages over 52 programs that rely upon the collection and analysis of data. This data covers a broad range of information about housing inventory, customer demographics, performance of public housing authorities, and various other kinds of information. Some of this is stored in open formats and published on specific program areas' websites. HUD seeks to make this data more accessible by continuing its work to create an enterprise wide data inventory to properly log the location, purpose, and other relevant criteria of each data asset. This will include standardizing metadata, providing data context and usability guidance to consumers of the information, and distributing data through modern channels (including Data.gov). The Department will also investigate the utility of an enterprise data storage service. Either through utilizing Data.gov's proposed Shared Data Storage Service or its own repository, HUD will identify data that exists within its program and support areas, aggregate it, store it in one centralized service, and then publish it on Data.gov, provided that the data in question is not sensitive in nature. HUD's Office of the Chief Information Officer (OCIO) will conduct a feasibility study that compares Data.gov's Shared Data Storage Service, its own proprietary repository, and any other options that may support this initiative. Implementation of this initiative will be performed in a phased approach that will identify goals that can be realistically achieved in 6, 12, and 24 months. 4.6 Create an Online Directory of Major Points of Contact within HUD Besides its call centers, HUD currently lacks an easily accessible online directory of its vital points of contact. The creation of such a directory will be a simple, quick, and low-cost way of making HUD more transparent and accountable to the public. 24
4.7 Create Foreign Language Resources at HUD's Field and Headquarters Offices The Department recognizes that it needs to increase its capacity to provide services to non-English speakers. HUD will build on its previous achievements and create new phone and web-based services at its headquarters, regional field offices, and call centers that are specifically tailored to citizens from different cultural and linguistic backgrounds. The primary emphasis of this initiative will be on making HUD's field offices more receptive and open to speakers of foreign languages, and the Department will strive to be as flexible as possible in allocating resources based on the backgrounds of customers in each field office's geographic area. 4.8 Participation in Federal Transparency Initiatives 220.127.116.11 Data.gov, Recovery.gov, USASpending.gov, and OMB's IT Dashboard An important part of the Administration's Open Government initiative, Data.gov increases the ability of the public to find, understand, and utilize information that is owned by the Federal Government. HUD has provided 5 datasets and 8 tools to Data.Gov that cover a wide range of topics. HUD's datasets and tools comprise everything from physical inspection scores and housing surveys to public housing rent estimates. HUD has followed a standard process for identifying and publishing datasets: Figure 9 – HUD's Data.gov Submission Process 25
As previously stated, there are over 52 programs within HUD that collect and utilize data to fulfill their missions. The public's ability to discover the data that is published online is hampered by the lack of standardization around each program area's site navigation. These published datasets include such things as fair housing rents, public housing authority performance reviews, and a multitude of other things. The majority of the data that HUD collects, however, is not published online. HUD will utilize Data.gov to continue the publication of its data, and use it as a central repository to enable the public to easily discover and utilize the data that HUD already collects. HUD's efforts to publish its data will be dependent upon the completion of its data inventory. As HUD identifies data within each program area, it will immediately begin the publication and review process to upload the data to Data.gov, or make necessary modifications to make the data publishable. The Department is already in the process of conducting these activities as it has data already nominated 11 more datasets for submission. The Department is committed to publishing additional high-value datasets monthly. Due to the nature of its mission, HUD is an important stakeholder in the Obama Administration's American Recovery and Reinvestment Act. The department was allocated $13.61 billion under the act's auspices, and continues to play a major role in the administration's efforts to stabilize the economy in general and the housing market in particular. Information on HUD's involvement can be found at: http://portal.hud.gov/portal/page/portal/HUD/recovery HUD is also complying with the all USASpending.gov, Regulations.gov, and OMB IT dashboard regulations. 184.108.40.206 Open Government Requirement: Release of 3 High-Value Datasets via Data.gov 22.214.171.124 Leveraging Data.gov, HUD has released 5 high-value datasets to the public in order to increase transparency. These five datasets include: • All Title VIII fair housing cases filed by the Fair Housing/Equal Opportunity program area since Jan 1, 2006 • Multifamily housing physical inspection scores • Public housing physical inspections scores • Public housing inventory • Performance audits of public housing authorities Together, they represent some of the Department's most important mission functions, and they present the public with data about HUD's operations, its inventory, and the performance of state, local, and tribal public housing authorities. HUD will explore how these datasets may be integrated with each other, or with other Agencies' datasets, to produce novel ideas and strategies. It is possible that connecting data on public housing inventory with information such as public transport utilization may produce insight into where future public investment may best be directed. 220.127.116.11 Records Management Program HUD utilizes a robust records management process to properly preserve relevant documentation. The Department follows a three-stage lifecycle: 1. Create record of documentation 26
2. Enable the maintenance and ongoing use of documentation 3. Archive and/or dispose of unnecessary documentation The Records Management team provides training and policies to all HUD employees and contractors. More information on HUD's Records Management Program can be found at: http://portal.hud.gov/portal/page/portal/HUD/program_offices/administration/recordsmgmt 188.8.131.52 Freedom of Information Act (FOIA) Program HUD has been proactive in making documents available to the public and over the past several years has succeeded in reducing its FOIA backlog. At HUD, the median processing time for simple FOIA requests is 30 days, the mode is closer to 20, while the median is 45 days for more complex requests. At the end of HUD's 2009 Fiscal Year, there was a backlog of 406 FOIA requests. This was a 48% reduction from the previous year, and an 85% reduction from two years ago. In 2009 HUD FOIA processes included 23 steps, making it difficult to meet the regulatory expectation of 20 days for responding to requestors. After initiating a lean six business improvement assessment the number of steps was reduced by 11. This process is being piloted in a headquarters program office and one regional office. The new processes will be evaluated in September for probable implementation across the rest of the Department. HUD's current FOIA process is captured below: Figure 10 – HUD's FOIA Process 27
Pursuant to FOIA, 5 USC 552(a)(6)(A)(i), once HUD receives a FOIA request, the Department has 20 working days within which to make a determination on the request unless unusual circumstances exist. Under unusual circumstances, such as an Agency's backlog, or the need to examine a voluminous amount of records required by the request, HUD can extend the 20-day time limit. In order to better assess the work output of FOIA staff, new performance measures were put in place in 2010. As a result management was better able to pinpoint staff weaknesses and clarify expectations. One employee has been placed on an opportunity to improve plan while others have increased their output. The manager is also tracking error rates to better identify those that are common and lend themselves to systemic solutions. In May 2010, overtime was made available to all employees. Most employees are working an additional 16 hours each pay period to address their individual backlogs. Finally, management has stepped up its efforts to resolve old complaints that have languished. As a result of all of these measures it is expected that the backlog of 406 that existed at the end of fiscal 2009 will be reduced by 10% or more. HUD's policy is to process FOIA requests using "multi-track processing," which allows the Department to process FOIA requests on a first-in/first-out basis within each track. HUD places FOIA requests in its routine or complex track based on the amount of work and time involved in processing the request. The criteria for assignment to a specific track are found in HUD's FOIA regulations, 24 CFR 15.105(a), which were published in the Federal Register on January 22, 2001, at 66 FR 6964. The Office currently utilizes a Frequently Requested Materials section of its website to point users to the most frequent FOIA requests. The minimum threshold for a request to be put into this URL is 3 requests in the last 6 months. The Office has also designated one of its FOIA Specialists to work closely with program staff to identify additional records that can be made available to the public. 28
The office will explore how to make this process more consumer-friendly. This will include identifying ways that the FOIA office and program areas can better communicate to exchange information and data. A new organization structure has been established for the Office of Executive Secretariat, which includes FOIA. Requests that come into the office via mail will go through a centralized mail room and a second team leader will be added to the staff. The information system that supports processing of FOIA requests will be upgraded in fiscal 2011. The current system is limited in its capacity to provide reports, necessitating manual gathering of data needed to respond to required reports as well as the tracking of employee performance. The system often requires re-booting to retrieve FOIA requests submitted via PAL. In addition, redacting documents via FMS2 is time consuming; the updated version has a better capability to redact information that will significantly speed up that aspect of responding to requests. The upgraded system is easier to use and will significantly enhance the office's ability to provide accurate, timely reports. More information can be found at: http://portal.hud.gov/portal/page/portal/HUD/program_offices/administration/foia 29
220.127.116.11 Privacy Program HUD is fully committed to protecting the privacy and security of visitors to its website. HUD only collects detailed personal information from eligible individuals who have affirmatively requested the Department's services. HUD also analyzes aggregate numbers of page hits in order to track the popularity of certain pages and improve the value of its site. However the Department does not gather, request, record, require, collect or track any Internet users' personal information during this process. HUD additionally maintains a variety of physical, electronic, and procedural safeguards to protect the personal information of visitors to its website. More information can be found at: http://portal.hud.gov/portal/page/portal/HUD/privacy_policy 188.8.131.52 Congressional Requests HUD's Office of Congressional and Intergovernmental Relations is responsible for coordinating with program areas to ensure the effective and accurate presentation of its views to Congress and other Federal agencies. The Office also cooperates with the Office of General Counsel in developing the Department's position on all relevant legislative matters. The Office is responsible for ensuring that all testimony and responses to Congressional inquiries are consistent with the Secretary's and the Administration's views, and is additionally tasked with resolving differences with the Office of Management and Budget during the development of the Department's proposed budget and legislative program. More information can be found at: http://portal.hud.gov/portal/page/portal/HUD/program_offices/gov_relations 22.214.171.124 Use and Handling of Classified Information HUD does not have the statutory authority to classify or declassify information; therefore, a specific declassification program does not exist. 30
5 Engagement Initiatives The Open Government Directive describes engagement as allowing "members of the public to contribute ideas and expertise so that their government can make policies with the benefit of information that is widely dispersed in society." In order to achieve this goal, HUD must create new ways for the public to share ideas with the Department. Additionally, HUD must create incentive structures that allow citizens to see the practical and positive results of their engagement and participation. HUD's governance structure will play a vital role in prioritizing feedback from the public and determining what value-added comments or ideas are actionable. The Department must improve its customer- centric focus, and identify ways to be more responsive to their needs. The following sub-sections introduce several engagement related projects HUD is currently or will be undertaking. The Department currently conducts many of these activities, but there is room for improvement in making the relevant processes and data more open to public engagement. 5.1 Provide Improved Online Feedback Capabilities for Customers HUD will create new online capabilities that will allow its customers to quickly and easily provide valuable insight into the Department's processes, activities, and technologies. Suggestions and insight provided to HUD via this tool will not be locked in bureaucratic channels, but swiftly and proactively distributed to the relevant program and support area personnel. These new online capabilities will act as a catalyst for the Department's ongoing efforts of information gathering and citizen engagement, and will make HUD even more welcoming to public feedback Additionally, this tool will be utilized to improve HUD's online Fair Housing Complaint submission process to make it more user-friendly and less bureaucratic. Numerous public comments on IdeaScale requested that the process be simplified and/or more discoverable. As part of its efforts to create improved online capabilities, HUD may utilize YouTube videos or other delivery mediums to explain to the general public how to submit complaints online, and it will create a new tracking system that will assign each citizen an anonymous tracking number so that they can easily trace the progress of their complaint. No personally identifiable information (PII) will be collected in the submission of this tracking process, and the identities of petitioners will be protected. 5.2 Provide Online Capabilities for Public Review of HUD Regulations Prior to Implementation HUD already publishes its rules, regulations, and covenants for public review before they are implemented. However, citizens have expressed, via HUD's Ideas in Action portal, that it is unclear how to direct feedback to the Department. HUD will create a centralized and much more easily navigable website that utilizes an IdeaScale-like interface to allow the public to better engage with proposed rule changes. On this website, citizens will be able to make concrete suggestions that can subsequently be voted either up or down by other users to effectively highlight well-articulated and popular ideas. This project will enable HUD and other relevant federal, state, and local Agencies to more effectively engage with citizens, and properly review and vet comments that raise significant issues. Additionally, 31
this website will enable the Department to assess how responsive state and local governments are in responding to concerns raised by the public. 5.3 HUD Ideas in Action: A Strategic Planning and Open Government Tool During the development of its current strategic plan, the Department launched a web portal called HUD Ideas in Action. This website, and the active engagement with citizens that resulted from its use, allowed HUD to better inform its strategic plan and the processes utilized to develop it by providing direct and substantive input into the strategic focus that the Department should take. This tool, which also satisfies elements of the Open Government Directive's definition of collaborative tools and processes, allows users to submit ideas and have these ideas voted on by other users. HUD personnel can tailor submissions to address specific Department initiatives or to broader questions about its strategic priorities. Ideas that will improve HUD's mission performance are sent to the appropriate decision making authority, where they are evaluated against specific criteria such as their alignment with HUD's strategic plan, their cost, and their ease of implementation. If an idea is approved, the relevant program or support area become the 'owner' and will be tasked with realization. After being updated and revitalized, and possibly even merged with HUD's Ideascale site, this site will remain a vital aspect of HUD's engagement efforts, as it provides valuable insight into the needs of its customers, its employees, external stakeholders, and the general public. Continued development of HUD Ideas in Action demonstrates how open government has been and will continue to be a major influence on the Department's strategic planning, and vice versa. More specific information about the tool can be accessed at: http://hudideasinaction.uservoice.com/forums/33264-utilize-housing-as-a-platform-for-improving- qualit 5.4 Transforming Rental Assistance Rental assistance is provided by many public housing agencies, thousands of private owners with Federal contracts, and hundreds of non-profits. HUD does not have a unified approach to interacting with these disparate rental assistance programs. This creates inefficiencies for these organizations, and eligible families must interact with these programs separately, such as adding their names to many different waiting lists. Currently being developed within the Department, the Transforming Rental Assistance (TRA) program intends to provide a uniform way of working with the disparate rental assistance programs by moving their properties toward a uniform funding stream, governed by a single set of rules and regulations, while retaining deep affordability. Equally important, TRA will help to preserve the millions of units receiving HUD rental assistance by opening them up to other public and private sources of financing to meet their capital needs and ensure their long-term quality through the market discipline brought to bear in mixed finance projects. Additionally, TRA reflects the Department's commitment to enhancing tenant mobility, providing more tenants in HUD-assisted housing the option to 'vote with their feet' if their current housing is poorly operated or if they have the chance to move to a neighborhood of greater opportunity. HUD is committed to developing this initiative in an open and collaborative manner including public meetings and leveraging webcast technologies. As recently as March 29, 2010, HUD conducted a 32
webcast entitled "Transforming Rental Assistance: An Informational Webcast for Residents of HUD's Rental Assistance Programs". This webcast was a live presentation by senior HUD leaders in which information on potential policies and program specifics were presented and the senior leadership received questions from the public via email and phone. One question that was addressed during the webcast was whether HUD is committed to ensuring robust opportunities for residents to participate. HUD was able to immediately address the question by responding that residents would: have a right to organize, be consulted before and during conversion, have access to funding for organizing throughout competitive process, serve on public housing authority (PHA) boards, and participate in the PHA planning process. As the TRA program evolves, HUD will continue to offer public meetings, webcasts, and other mechanisms to actively engage the public. The Department will also ensure that residents have direct mechanisms to engage with HUD in this important transformation program. 33


text:
Wine by type
- pause slideshow
Sparkling reds are the next big thing, Ocado predicts
Sales of sparkling red wine are rocketing, according to leading online retailer Ocado.
Gosset and Frapin leave McKinley Vintners for Louis Latour Agencies
Louis Latour Agencies has poached both Champagne Gosset and Cognac Frapin from McKinley Vintners. The two prestigious brands – both owned by family group Renaud Cointreau – joined the Latour portfolio on 1 August 2015.
Forecast for the next six months at London's Borough Market: cloudy with a chance of Buckfast
Self-styled culinary researcher and contemporary food designer Bompas & Parr has created a walk-in cloud of breathable cocktail which will go on display to the public in London at the end of this month.
Lighter style
Villa Maria launches lighter alcohol wine range
New Zealand winery Villa Maria is set to launch a lower abv wine range into the UK off-trade.
Sparkling reds are the next big thing, Ocado predicts
Sales of sparkling red wine are rocketing, according to leading online retailer Ocado.
Insights & Analysis
- Previous
- Next
Insights: The increasing commonality of prestige Champagne
James Lawrence examines the increasing commonality of the de luxe and vintage Champagne segment.
Alcohol consumption among under-18s at a record low in 2014, UK government statistics show
New government statistics show that the number of 11- to 15-year-olds drinking alcohol has fallen to a record low.
Insights: Groceries Code Adjudicator urges trade to be more vocal despite a 'climate of fear'
Suppliers and retailer relations were under the spotlight at the Groceries Code Adjudicator's recent annual conference and the industry is being urged to be more vocal despite 'a climate of fear and an aspect of futility'.
Analysis: Anna Greenhous asks why competitions are boosting sake's image
Sake's popularity is growing apace. Anna Greenhous take a look at how understanding of the category is changing with the help of international competitions
Analysis: The squeeze on supermarket wine aisles
As multiples battle for share, tough times lie ahead for supermarkets and suppliers and the challenges facing the sector
Insights: California proves to be a golden opportunity for the on-trade and independents
Sales of premium California wines have been picking up speed in the UK and many producers in the Golden State are looking to the UK as an export market full of opportunities.
Insight: UK closures battle it out
The closure battle is becoming a two-horse race in the UK – and it's getting harder to pick a winner.
The Smith Report: Could the Greece debt crisis have implications for the wine trade?
Could the Greece debt crisis have implications for the wine trade? Take a loot at the events leading up to the dramatic collapse and what the uncertainty means for the wine world
Analysis: HMRC's crackdown on alcohol's black market
Tackling duty evasion and illicit activity within the drinks trade was a key message in last week's Budget, but what does it mean for the trade?
Analysis: Ayo Akintola talks about Oddbins' digital growth strategy and poaching Naked Wines' staff
Oddbins boss Ayo Akintola talks to Rosie Davenport about his growth strategy and why trying to poach Naked Wines' staff is fair game
Roberson Wines' Kensington Shop Closing: Top facts to know about what is behind the change
The closing of Roberson Wines Kensington shop took many in the trade by surprise. Although some may see the change as dramatic shift for the company, we pulled together top questions and answers about what this means for one of London's most iconic businesses.
How consumers define 'value', the online channel and growth in spirits leading trends of 2015
This week William Grant & Sons UK released its annual Market Report highlighting key trends for 2015 including the current evolution of how consumers are defining value, the growth in online purchasing and the expansion of premium spirits.
Analysis: French brands are now adopting sophisticated day brand building plans
France is often seen as the most traditional of the world's wine regions but, as Erin Smith discovers, things are often far more modern than meets the eye.
Analysis: Italian indigenous varietals set to boom
Italy has some of the largest choice of indigenous varietals that produce a dizzying range of wine styles and consumers are increasingly embracing them.
Fenavin wine fair has positioned itself as a gateway to Spanish diversity
Having emerged as Spain's pre-eminent wine fair, Fenavin has positioned itself as a gateway to Spanish diversity as well as value.
LWF Wrap Up: Despite an already marked period of change in the trade, many believe more is yet to come
The wine and spirit industry has been through a marked period of change – and, talking to suppliers and producers at last month's London Wine Fair more than ever manyexpect more transformation ahead.
Analysis: Do you remember your wine epiphany?
Trade personalities tell Rosie Davenport and Nigel Huddleston about the life-changing moment when they realised a career in wine was their destiny
Are there etichal implications to consider when choosing to bottle wine in the UK?
Harpers led a debate at last month's London Wine Fair to expose the myths and preconceptions about UK bottling, which raised questions about the ethics of the practice.
WSTA members angered by lack of support and other "freeloading" businesses in the trade
The WSTA has called for more drinks businesses to take up membership and support the trade organisation as some members that have been contributing to the body feel that other business in the trade are "freeloading."
Harpers.co.uk survey results: Most overrated and underrated wine countries
Harpers.co.uk exclusive survey asked thetrade who they thought the most overrated and underrated wine regions were and the poll yielded some interesting results.
Wine by type
Analysis: Anna Greenhous asks why competitions are boosting sake's image Subscription
Sake's popularity is growing apace. Anna Greenhous take a look at how understanding of the category is changing with the help of international competitions
International Wine Challenge 2015 Sake Competition Winners
Nearly 900 sakes battled it out for medals at this year's International Wine Challenge 2015. Congratulations to all the winners for a fantastic year in a category that continues to expand. Champion Sake Award of 2015 sponsored by Japan Airlines: Homare Sake Brewery Aizu Homare Banshu Yamadanishiki Junmai Daiginjo.
Oddbins begins search for the nation's top amateur wine taster
Oddbins has begun its search to find its amateur wine taster of 2015.
Prosecco DOC Consortium says 'there will not be a shortage' of Prosecco this year
The Prosecco DOC Consortium has responded to recent reports of the potential shortage of Prosecco saying "that there will not be a shortage of Prosecco in the coming months."
Champagne Lanson to release its annual limited edition 'Wimbledon' bottle
Champagne Lanson is set to release what has become a bit of a tradition - it's annual limited edition Wimbledon bottle.
Welsh tapas bar launches own label Spanish-style beer as it opens third restaurant
Welsh-based tapas restaurant and sherry bar, Bar 44 is launching an own label Spanish-style pale ale, as it opens it third restaurant in Cardiff.
Port family opens new visitor attraction in Douro
Port family Symingtons has opened a visitor center in the Douro, which it is aiming to become a destination for tourists to Portugal.
Consumer perception of Prosecco is improving, according to new Wine Intelligence report
According to a new Wine Intelligence report released today, 95% of consumers that drink Prosecco see it as 'very good or good value for money.'
Symington Family Estate release rare 2013 estate ports
González Byass releases Tio Pepe En Rama 2015 in the UK
Grahams launches vintage port 'bond' for gifting market
England and New Zealand sparkling wines go head to head in a "Battle of the Bubbles"
Broadland Wineries imports first old world wine in bottle – Prosecco Filipetti
Richard Mark James: Goes on rosé journey through the Languedoc
Fortified wines see sales declining, but there are still opportunties for the category Subscription
Chief of the Week: Cockburn's Vintage Port
Krug releases three Grande Cuvées in special limited edition ID case Video
Xavier Gramona: why he is committed to Cava and putting quality first

subset: commoncrawl


text:
Email AddressVerified
Phone Number(▒▒▒) ▒▒▒- ▒▒ 29
1510 Friends
- School
- Simon Fraser University, Tsinghua University
- Work
- Languages
- English, Français, Português, 中文
- May's Airbnb Symbol
Hey, I'm May!
Hi there! My name is May, and I was born in Hong Kong, raised in Vancouver, and currently living in Toronto (with 1st job out of university). Over the past years, I've been very fortunate to travel to parts of South America, Asia, and Europe through school, volunteer abroad terms, or with family/friends/solo. I'm a big believer in living with locals to "sightfeel" a city - having spent an incredible 2 months in Brazil and Quebec with local families. I've also stayed in a few AirBnBs, so I know what makes a great stay and I will do my best to make your stay in Toronto awesome! Note that I will be staying with some relatives while you're staying at my place so you will have the condo completely to yourself!
Forever is composed of nows, enjoy the moment and choose happiness!


text:
My Yearly Running Journal (Paperback) - Janczewski, Dariusz
(0) Sold By Buy.com
$14.64 Add to Cart
Customer Reviews Write a Review
Be the first to review this item and earn 25 Rakuten Super Points™
Product Overview
|Mfg Part#
|Release Date
From the Publisher
|Editors Note
|My Yearly Running Journal: Year-Long Journal, Planner, Log, Calendar & Much More is designed for both beginner and advanced runners who aspire to organize their busy lives, improve their running, and stay in touch with themselves. By keeping track of your training, racing and nutrition, the future is not left to chance and important things are not left undone and forgotten.FEATURES INCLUDE:* Daily Journal Pages (368)Every Daily Page Includes: My Long-Term Goal(s), Weekly Planner, My Running Log (time, distance, today's meal plan) Daily Planner (workout content, stretching), Monthly Check-out Chart, My Running Journal (weight lifting, cross-training)* Compact Calendar* Training Plan Page* Racing Calendar* Distances Covered & Cross Training* My ContactsTEAR-OUT PAGES. Cut these pages out and make copies for repeat use.* Grocery Shopping List* My Today's Running Route(s) * My Favorite Running Routes* Blank Notebook Pages
Product Attributes
|Number of Pages
$14.64 + $3.75 shipping
Earn 15 ($0.15) Rakuten Super Points™
What are Rakuten Super Points™?
Get rewarded when you shop! Earn 1 point per dollar spent. That's like getting cash back on every purchase. Easy to see matured points in checkout. Use points just like cash.Learn More
Format: Paperback
Condition: Brand New
In Stock. Usually Ships within 1 business day
Please select an option to buy
Sold By: Buy.com
For Books, Music, Movies & TV place over $40 (before tax and shipping charges) of eligible products in your shopping basket. Not valid with marketplace products, other restrictions apply.


text:
Death of a Salesman
A slew of new polls suggest Obama is not a great pitchman for his policies.
(Continued from Page 1)
Become a fan of Slate and John Dickerson on Facebook. Follow us on Twitter.
Become a fan of Slate and John Dickerson on Facebook. Follow us on Twitter.
Sarah Palin's PAC Is Spending More on Hotels and Travel Than on Republican Candidates SarahPAC, like the former candidate's TV career, is on the wane.
The Olympics Need an L.A. Games The city once saved the mega-event from its bloated, economically burdensome self. Los Angeles could do it again.
Slate Fare
America's Next Slate Writer Always wanted to write for Slate? Now's your chance to pitch us.
It Took 22 Years for the Women's 1,500-Meters Record to Fall. What's the Fastest Humans Can Possibly Run?


text:
OceanaGold (TSX: OGC; ASX: OGC) is offering to buy Romarco Minerals (TSX: R) in an all-share $865 million deal to secure low-cost growth with the junior's Haile gold mine, which is currently under construction.
Jul 30, 2015 6:43PM
Premier Gold Mines (TSX: PG) is nearing producer status at the South Arturo mine in Nevada that it jointly owns with Barrick Gold (TSX: ABX; NYSE: ABX), and Ewan Downie, the junior's president and chief executive, forecasts the mine will...
Jul 30, 2015 4:42PM
The following are warrants of mining-related companies now trading on the Toronto Stock Exchange and the TSX Venture Exchange:
Jul 30, 2015 4:01PM
Centerra Gold (TSX: CG) posted a profit in the second quarter, amid a sea of red for gold miners hurt by lower commodity prices.
Jul 29, 2015 6:01PM
After markets closed on Monday, Reservoir Minerals (TSXV: RMC; US-OTC: RVRLF) reported a drill intercept of 84 metres grading 10.75% copper and 10.86 grams gold (17.26% copper equivalent) including 46 metres of 15.85% copper and 16.77 grams...
Jul 29, 2015 4:23PM
The S&P/TSX Venture Composite Index declined for a fifth week, closing down 5.8% — or 36.3 points to 592.48 points — while markets weathered declining commodity prices.
Jul 29, 2015 12:00AM
The following is an edited version of a report by The Silver Institute. For more information please visit www.silverinstitute.org
Jul 29, 2015 12:00AM
Mining giant Vale has partnered with Laurentian University and the United Steelworkers (USW) to conduct a $400,000, three-year research project focused on the mental health of miners.
Jul 29, 2015 12:00AM
In the story "Taranis hopes to take Thor to the max" (T.N.M., July 20–26/15), FortyTwo Metals — a subsidary of Roca Mines — had its debt incorrectly stated as $200 million, when in fact it is estimated...
Jul 29, 2015 12:00AM
July has been such a brutal month for commodities producers that even last year's prices are looking pretty good now. The rout in commodities prices in recent weeks has been unrelenting, wide-ranging and driven by macroeconomic factors...
Jul 29, 2015 12:00AM
Featured Companies
View all
In celebration of The Northern Miner's 100th anniversary in 2015, we will be sharing new pictures from our archives each week.
To submit a photo, visit the contact page and send it to one of our editors.
#TBT #Mining - 'Camp's most important man': Jack Saunders, cook for Gold Uranium Exploration, circa 1949. #TNM100 pic.twitter.com/PfptMNJMP9— The Northern Miner (@northernminer) July 2, 2015
#TBT #Mining - 'Camp's most important man': Jack Saunders, cook for Gold Uranium Exploration, circa 1949. #TNM100 pic.twitter.com/PfptMNJMP9