Delivering Excellent, Equitable, and Secure Federal Services and Customer Experience
PRIORITY AREA LEADERS
Dr. Jewel Bronaugh
Deputy Secretary
U.S. Department of Agriculture
Robin Carnahan
Administrator
General Services Administration
Donald Remy
Deputy Secretary
U.S. Department of Veterans Affairs
Overview
Challenge
Federal services have not always been designed with the public’s needs and priorities in mind, nor have these services always kept up with these needs. Poorly designed, out of date, and inequitable Government services are a cost to our Nation; it can mean that Veterans don’t get benefits they have earned, small business owners can’t access financing to grow their businesses, new mothers and infants lack critical nutrition supports, and disaster survivors face mountains of paperwork to rebuild their homes.
Opportunity
The Federal Government must deliver a simple, seamless, and secure customer experience, on par with or more effective than leading consumer experiences. Irrespective of people’s age, location, digital savvy, disability, education, or English proficiency, the American people deserve a Government that understands who they are, what they need, and how best to deliver for them. Every interaction between the Government and the public is an opportunity to deliver the services people expect and deserve. Whether during a pivotal life experience such as retiring, or a routine interaction to renew a passport, the Government must build our understanding of our customers and involve them – the people we serve – to improve benefits, services, and programs and enable us to deliver for all Americans.
We can get there by using technology to power outstanding experiences; engaging with private-sector and nonprofit organizations; partnering with State, local, Tribal, and territorial governments; collaborating with other partners to reduce administrative burden of interaction with the Federal Government, simplifying both public-facing and internal processes to improve efficiency, and empowering the Federal workforce so that they can best deliver for the American people. Understanding our customers’ needs through gathering feedback, conducting research, sharing insights, and testing new approaches will ensure we are designing with our customers in mind every step of the way and enable us to deliver for all.
Priority-level success metrics
Increasing experience quality to be on par with the best consumer experiences, or other appropriate comparison
- Target: Move from last into top 10 on Forrester industry ranking.1
Reducing burden for Government’s customers
- Measurement: Focus on designated High Impact Service Providers (HISP) services (near term).
- Measurement: Focus on designated cross-agency life experiences (long term).
- Target: Establish Government-wide Service Level Agreement targets for customer contact centers (forthcoming).
Improving trust in Government
- Target: Achieve 75 percent or higher post-transaction trust in High Impact Service Providers.
1 The Forrester Customer Experience Index (2021) rates industries' customer experiences on a scale of 1 to 100, using results from a nationally representative survey.
Strategies
1
Improve the service design, digital products, and customer-experience management of Federal High-Impact Service Providers by reducing customer burden, addressing inequities, and streamlining processes.
Goal 1.1
By 2024, all HISPs will publicly report trust, satisfaction, and other service performance data on performance.gov/cx for all of their designated high impact services.
Success metrics
- Reporting on performance.gov/cx.
Goal 1.2
By 2024, all HISPs will have the talent required to gather ongoing qualitative customer feedback, conduct user testing for all communications, digital products and other service components, and apply human-centered design research methods.
Success metrics
- Capacity measured in annual CX Capacity Assessment; by 2024 all HISPs will share their score in this area in their annual CX Action Plan.
LEADERSHIP
Pam Coleman
Associate Director for Performance and Personnel Management
Office of Management and Budget
2
Design, build, and manage Government service delivery for key life experiences that cut across Federal agencies.
Goal Statement and Success Metrics
Collectively, more than 10 agencies across Government have formed interagency teams to improve the public’s experience during important moments in people’s lives.
In the coming months, teams will develop success measures that will be used to demonstrate improvement of service delivery during these designated life experiences. These life experiences were selected through an interagency review process following E.O. 14058, which directed the selection of life experiences within 90 days.
LEADERSHIP
The President’s Management Council is responsible for forming interagency teams to tackle cross-agency life experiences, pursuant to E.O. 14058, Transforming Federal Customer Experience and Service Delivery To Rebuild Trust in Government, of December 13, 2021
3
Identify and prioritize the development of Federal shared products, services, and standards that enable simple, seamless, and secure customer experiences across High Impact Service Providers.
Goal 3.1
Create modular, common building blocks to support Government digital services, including public-facing systems, to reduce the delay between identifying the public need and meeting that need at the expected delivery satisfaction level, as one of the major drivers of good customer experience with digital services is the ability to build and update those digital services quickly to meet the speed of need and customer expectation.
Success metrics
- Adoption of modular, common building blocks for digital services, including public-facing systems, across Government, which may take the form of digital infrastructure, products, services, or channels, and which may be implemented singly or in combination.
- Speed of iterative development to a web application (e.g., how often code is deployed) and success the rate of those changes (e.g., how often is a rollback during deployment necessary, and if there is a rollback, how long does it take to fix the deployment) in key public-facing digital services across Government.
LEADERSHIP
Dave Zvenyach
Director of the Technology Transformation Services
General Services Administration
Featured insights
INSIGHT
The Federal Government lags behind all other industries in customer experience quality
According to the Forrester Customer Experience Index (CX Index™), which measures customer experience quality across industries, customers of Federal services consistently report a worse experience in terms of service quality, ease of use, and other factors in comparison to other industries.
