A ROADMAP TO THE FUTURE: TOWARD A MORE CONNECTED FEDERAL GOVERNMENTWith federal leaders and subject-matter specialists proposing bold and unique ideas about the future of government in the areas of IT, workforce and data, a common theme emerged: Leading government into the future in these areas will require agencies to think differently about how they collaborate internally, work with one another, and interact with organizations and people outside of government, including the people they serve. In short, the government of the future will have to be more connected, and interactions within agencies and with other sectors must expand and deepen.“This agenda offers a vision that will not only change the way government serves its people but will drive a deep-seated transformation that will last generations,” said Margaret Weichert, deputy director for management at the Office of Management and Budget.Partnership for Public ServiceP4PS_3ee1d581-8509-4332-acba-06516c635ab0The Partnership for Public Service is a nonpartisan, nonprofit organization that works to revitalize the federalgovernment by inspiring a new generation to serve and by transforming the way government works. The Partnershipteams up with federal agencies and other stakeholders to make our government more effective and efficient. We pursuethis goal by:* Providing assistance to federal agencies to improve their management and operations, and to strengthen theirleadership capacity.* Conducting outreach to college campuses and job seekers to promote public service.* Identifying and celebrating government’s successes so they can be replicated across government.* Advocating for needed legislative and regulatory reforms to strengthen the civil service.* Generating research on, and effective responses to, the workforce challenges facing our federal government.* Enhancing public understanding of the valuable work civil servants perform.Ernst & Young LLPEY_9bef40ae-4fae-11ea-89df-948c2e83ea00From strategy to execution, the Government & Public Sector practice of Ernst & Young LLP provides a full range ofadvisory and audit services to help our Federal, State and Local clients implement new ideas to help achieve their missionoutcomes. We deliver real change and measurable results through our diverse, high-performing teams, quality work at thehighest professional standards, operational know-how from across our global organization, and creative and bold ideasthat drive innovation. We enable our government clients to achieve their mission of protecting the nation and serving thepeople; increasing public safety; improving healthcare for our military, veterans and citizens; delivering essential publicservices; and helping those in need. EY is ready to help our government build a better working world. Learn more atey.com/govpublicsector.Government thrives in an ever-changing environment and excels at meeting public needs_9bef41c6-4fae-11ea-89df-948c2e83ea00To propose a best-case vision for the future of the federal government_9bef425c-4fae-11ea-89df-948c2e83ea00CollaborationCollaborate internally within agencies_9bef437e-4fae-11ea-89df-948c2e83ea001AgenciesFor the federal government to thrive in the future, agencies will need to do a better job of collaborating internally, leaders and experts said. -- Technology is becoming faster and smarter, boostingthe potential for government to improve its internaloperations and respond better to the needs of the public.In fact, Moore’s Law, discussed by participants at our May2019 convening, holds that the overall processing powerof computers is expected to double every two years. Theproliferation of AI and automation alone is expected tohelp agencies operate more effectively and efficiently,making tax dollars go further by reducing waste, fraudand abuse and transforming customers’ call-center andapplication-processing experiences from sometimespainful to mostly pleasant and efficient. Decision MakingEnsure that program managers, data scientists and technologists all have a seat at the table when decisions are being made._9bef4414-4fae-11ea-89df-948c2e83ea001.1Program ManagersData ScientistsTechnologistsCecilia Muñoz“I would have a U.S. Digital Service presence in everyagency,” said Cecilia Muñoz, vice president for publicinterest technology and local initiatives at the think tankNew America, referring to the tech startup that worksacross the federal government to help agencies deliverservices better.“[It’s important to have] in-house expertise that’s well-integrated into the team. But technologists can’t do it alone,”Muñoz added. “You also need the expertise of people whoadminister the programs. You can’t just dropkick a bunchof technologists into an agency and expect the magic tohappen. It’s about getting to know the people who areadministering a program and helping them make it better.”National Science FoundationThe National Science Foundation uses technologythat helps research scientists evaluate grant proposals, soit is important that the technologists work closely withthese evaluators to make sure the technology is as helpfulas possible for them as users. “Too often in government,technologists create technology without fully understanding how people are doing their work,” said Dorothy Aronson, theorganization’s chief information officer. “I can only imaginewhat a research scientist thinks when they’re evaluating aproposal, and I can only help them with the things I knowabout.”One way for internal collaboration in government tobring the power of technology to bear on policy development,programs and service delivery is for agencies to ensure thatprogram managers, data scientists and technologists allhave a seat at the table when decisions are being made andhave opportunities to share their perspectives. Problem DefinitionEnsure common understanding of the problems to be solved together._77965e52-500f-11ea-a66b-e71e0483ea001.2Additionally, these stakeholders need to have a commonunderstanding of the problems they seek to solve together.That would markedly increase the likelihood that programmanagers use the best available data and technology, andIT specialists create technology that best serves theircolleagues and the public.Data Quality & PrivacyImprove data quality and ensure privacy is sufficiently protected. _77966046-500f-11ea-a66b-e71e0483ea001.3Michael HawesToo often, data managers—the employees responsiblefor compiling agency datasets—fail to adequately documentimportant information, including how variables in a datasetare defined and measured, or how data was collected,cleaned and checked for quality, according to MichaelHawes, senior advisor for data access and privacy at the U.S.Census Bureau. This can lead colleagues to misinterpretdata or draw incorrect conclusions, he added...“Privacy protection depends on extensive interactionwith data users to understand what they need from thedata and how they are using it,” Hawes said. “The moreyou can factor your data users’ needs into your calculationabout what data to release, the more strategic you can beabout making sure that you’re only releasing what needs tobe released, without increasing privacy risks by publishingdata that nobody’s using.”Census BureauBureau offices that collect and release data regularlyengage with census offices that use the data, includingthe Redistricting and Voting Rights Office, and thePopulation Division—which is responsible for estimatingthe demographic composition of the United States. Thebureau also reaches out to other federal agencies that relyon its data, engages with myriad public data user groups andplaces notices in the Federal Register seeking feedback fromthe public data user community.Agencies also need to do a better job of collaboratingand communicating internally to help improve the qualityof the data they use and ensure that people’s privacy issufficiently protected...Advances in technology can help protect privacy, but socan effective communication between data managers andan agency’s data users. Any time a dataset is released thatcontains information about people, there is a risk of thosepeople being identified. The more data released, the easier itis to identify the people in a dataset. If data managers knowhow a dataset will be used, they can be more discriminatingin what they release, reducing the risk that individuals willbe identified.Interagency ActivityWork closely together across agencies_9bef4496-4fae-11ea-89df-948c2e83ea002Federal employees do not always seek opportunities to collaborate with other agencies, but doing so can improve how they deliver on their missions and serve the public.Success increasingly depends on agencies working together,particularly where missions and constituencies overlap.Outcomes & ImprovementsUnderstand if an agency’s policies and programs are achieving theirintended outcomes, and how they might be improved._9bef4518-4fae-11ea-89df-948c2e83ea002.1For example, data analysis is integral to understandingif an agency’s policies and programs are achieving theirintended outcomes, and how they might be improved.However, an agency’s data does not always provide acomplete picture. For example, to thoroughly understandthe drivers behind unemployment, agencies may need toanalyze data housed not only at the Department of Labor,but also at the departments of Education, Health andHuman Services, Housing and Urban Development, andTransportationInsightsDerive insight from combined datasets._77966140-500f-11ea-a66b-e71e0483ea002.2When agencies combine multiple datasets, new insightscan emerge from the more comprehensive information,improving government’s understanding of big issues andenabling it to better serve the American public. BarriersReduce the barriers to interagency data sharing._77966456-500f-11ea-a66b-e71e0483ea002.3Nancy Potok“There are way too many barriers to sharing data,” saidformer Chief Statistician of the United States Nancy Potok.“On many occasions, it can be a minimum of one year to getan interagency agreement in place,” she said.However, combining data from more than one agencyis an underused practice in government, often due to thetime involved.Privacy & CultureAddress privacy concerns and cultural obstacles that complicate data sharing. _77966622-500f-11ea-a66b-e71e0483ea002.4Ron Haskins“These datasetsreside in [various] federal agencies … and sometimes theyhave trouble working together,” said Ron Haskins, seniorfellow at the Brookings Institution and former co-chair ofthe Evidence-Based Policymaking Commission, which wastasked by Congress and the president with examining howgovernment could make better use of data.Privacy concerns and cultural obstacles are among theissues that can complicate data sharing. ServicesImprove constituent services._77966712-500f-11ea-a66b-e71e0483ea002.5Cara James“Someone who is eligible for health care assistancemay also be eligible for food aid, housing and transportationbenefits,” said Cara James, director of the Office of MinorityHealth at the Centers for Medicare and Medicaid Services. Ifgovernment is to provide a simple and efficient experience,“there should be no wrong door,” she said.“Rather than having to interact with multiple agencies… whichever door they came through would meet alltheir needs,” James said. “[Agencies’] systems would beconnected up in a way that lets one office determine all thebenefits a person is eligible for, regardless of which office orwebsite they visit.”Internal Revenue ServiceAlong these lines, the Internal Revenue Service and theSocial Security Administration implemented a pilot programthat merged some staff from both agencies into one physicalspace to save taxpayer dollars. When consolidating offices,an additional benefit arose—convenience for governmentcustomers who can take care of several tasks in one place.Social Security AdministrationJust as collaboration among agencies can improvethe quality of data used to make decisions, collaborationinvolving technology systems can also help government doa better job of serving constituents. For instance, it can helpto streamline how customers interact with federal agencies,informing them of the many services available—whetherthose individuals interact with agencies in person, by phoneor online. Talent ExchangesUse talent exchange programs to bolster the federal workforce and fill critical skills gaps._7796688e-500f-11ea-a66b-e71e0483ea002.6Department of DefenseAt theDepartment of Defense, high-performing mid-career civilianemployees may be temporarily detailed to private sectororganizations, learning new skills and best practices they canbring back to their home offices.Private Sector CompaniesSimilarly, employees from private sector companies may be temporarily placed at DOD.Finally, talent exchange programs can help bolster the federal workforce and fill critical skills gaps.Intragovernmental RotationsTemporarily move federal employees from one government office to another._77966992-500f-11ea-a66b-e71e0483ea002.7President TrumpIn that spirit, President Trump signed anexecutive order in May 2019 aimed at boosting the numberof cyber employees in government who work in officesother than their own.While public-private talent exchanges could enhancethe level of expertise in the federal workforce, so couldintragovernmental rotations, which involve federalemployees temporarily moving from one governmentoffice to another.Public EngagementEngage the public_9bef459a-4fae-11ea-89df-948c2e83ea003Lee Becker“The future of government must be ‘by the people, for thepeople,’ ” said Lee Becker, chief of staff in the VeteransExperience Office at the Department of Veterans Affairs.“And how do you orient the government to be ‘by thepeople, for the people?’ You do it by listening.”U.S. Citizenship and Immigration ServicesWhen U.S. Citizenship and Immigration Servicesdeveloped myUSCIS, an online platform that providesresources for prospective citizens, it worked with itscustomers every step of the way. The agency wantedto build a product that people found intuitive andeasy to use, so it conducted focus groups with users tounderstand how myUSCIS could be most helpful. Withusers’ permission, the agency even observed peopleinteracting with the platform in their homes and coffeeshops, using that information to build upon what workedwell and discarding what did notIf government is to excel in the next decade, it must work more effectively with the people it serves.Anticipation & ProactivityAnticipate public needs and proactively engage customers._9bef461c-4fae-11ea-89df-948c2e83ea003.1Veterans AdministrationAn example of the VA using the power of technologyto proactively serve the public is the VA REACH VETinitiative. REACH VET uses artificial intelligence toidentify veterans most at risk of suicide. A computerprogram scans the health records of millions of veterans,looking at prescribed medications, treatment plans anddemographic information. Then an algorithm predictswhich veterans are most at risk of suicide in the next 12months. Once identified, a mental health professionalreaches out to check on the veterans’ well-being andreviews their treatment plans.Jason ThomasOpportunities to proactively engage customersabound in government. For example, using technology,including advances in AI, the Department of VeteransAffairs could identify veterans who have childrenapproaching college age and get in touch with thoseveterans to encourage them to apply for GI educationbenefits. “We have the data,” said Jason Thomas,management analyst in the VA’s Veterans ExperienceOffice. “It’s just a matter of leveraging it.”John Koskinen“Not enough of that is done right now,” saidJohn Koskinen, former Internal Revenue Servicecommissioner. “We need to find more effective ways tohelp people figure out that it’s time to apply for SocialSecurity, or that they might be eligible for the EarnedIncome Tax Credit. You can’t just wait for people to showup. You need to reach out.”In the government of the future, agencies wouldanticipate the public’s needs and proactively engage theircustomers...While pockets of good work exist, governmentgenerally has struggled so far to anticipate customers’needs and proactively serve them.Access & AptitudeTake into account variations in technology access and aptitude for using digitalmethods to interact with government. _77966c44-500f-11ea-a66b-e71e0483ea003.2USCISWith that in mind, USCIS provides digital literacytraining to its current and potential customers bypartnering with local libraries, community-based groupsand other organizations that draw the people the agencywants to reach. LibrariesCommunity-Based GroupsAs government becomes ever more reliant ontechnology to reach the American people, agencyemployees must also remember that technology accessvaries, as does aptitude for and interest in using digitalmethods to interact with government. Mobile TechnologyConsider building out mobile technology._77966e92-500f-11ea-a66b-e71e0483ea003.3A targeted approach to technology can also work.For example, some demographic groups are more likelyto have smartphones than computers, so agenciesserving these populations could consider building outtheir mobile technology, according to several experts weinterviewed. AccommodationAccommodate unsavvy and technology-averse members of the public_77966fd2-500f-11ea-a66b-e71e0483ea003.4John KoskinenFinally, a government of the future that plans tostay responsive to its customers’ preferences mustaccommodate even the most unsavvy or technology-averse members of the public, according to Koskinen. “A lot of times, the mistake we make when thinking about government initiatives is that it has to be all or nothing.Either everyone is in, or no one is in. Instead of, ‘Here’s anopportunity that could make your life easier, if you’d likeit to be easier, but it’s not mandatory.’ ”ConnectionsEstablish connections with stakeholders from outside government_9bef46a8-4fae-11ea-89df-948c2e83ea004Robert Lightfoot“The different approaches can be absolutelyeye-opening,” said Robert Lightfoot, former actingadministrator at NASA. “Everybody’s heads are downcoloring so hard that we often don’t have time to lookup and look around. Working with external partnersprovides a different viewpoint. For me, that was thebiggest value.”A future federal government should draw more heavily on outside stakeholders to help get work done, according to many leaders and experts.Government could have an ample supply of potentialexternal partners as more professionals in all industries,enabled by advances in technology, are expected tobecome increasingly open to working remotely and onmultiple short-term work projects (or “gigs”).Crowdsourcing Crowdsource additional capacity for government._9bef4734-4fae-11ea-89df-948c2e83ea004.1Stakeholders in the private sector, nonprofit arenaand academia—as well as members of the general publicthrough crowdsourcing initiatives—could provideadditional capacity for government as the scope of itsresponsibilities outpaces the size of its workforce. Theyalso could bring fresh perspectives and offer solutionsgovernment might not have considered.Data Sharing & InsightShare data to enable researchers to produce insights for improving government’spolicies and programs._779670ea-500f-11ea-a66b-e71e0483ea004.2ResearchersIRSFor example, a University ofTexas economist who spends part of his time at the IRSin Washington, D.C., used IRS data for research that ledto more tax returns being filed accuratelyU.S. Census BureauOne initiative run by the U.S. Census Bureau, calledThe Opportunity Project, connects federal agencies withacademics, community groups and other organizationsthat want to use government data to tackle socialproblems.MapboxIn one instance, Mapbox, a provider of customonline maps, used U.S. Forest Service data to build anapp that tells land managers, community groups andthe public where environmental stewardship work isunderway, and which areas still need attention. The toolhelps groups deploy as efficiently as possible withoutinadvertently duplicating work.A good way for government to get outside assistanceis to share more of its data, enabling researchers toproduce valuable insights for improving government’spolicies and programs.PartnershipsThoughtfully enter partnerships. _77967298-500f-11ea-a66b-e71e0483ea004.3Barbara Stewart“When I think about the best grantees, they’recommunicative, collaborative, creative, have capacity todo the work, and we share a vision,” said Barbara Stewart,CEO of the Corporation for National and CommunityService, the federal grantmaking agency that administersAmeriCorps and Senior Corps. NASANASA’s Lightfoot said, “It’s very simple: trust andcontrol. The government has to release control, and thepartner has to be trustworthy to deliver. That’s easy tosay, but very hard to do.”NASA was cautious when it first partnered with twoprivate sector companies to resupply the InternationalSpace Station. On the initial resupply missions, only lowrisk items were transported so if the items were lost ordamaged, the space station would not be put at risk. Afterthose missions succeeded and trust grew, NASA’s partnerswere permitted to transport higher-risk items, such asspacesuits, which are more essential to the mission.“Once that trust developed in our partners’ abilityto perform, we were able to let go of control,” Lightfootexplained.Federal agencies and outside groups both standto gain from working together, but they need to bethoughtful about entering partnerships. RecruitmentRecruit high-quality external partners._779673ce-500f-11ea-a66b-e71e0483ea004.3.1Ultimately, government will have to recruit high-quality external partners to work with, and appealingto its mission is an effective way to do so. Recently,56% of millennials said they would never work foran organization whose values they don’t believe in.6Whether targeting potential external partners eagerto pitch in on short-term projects, or trying to attractfull-time employees looking for long federal careers,government must do a better job of publicizing the widerange of important work it does and demonstrating howthe public can contribute. MethodologyBuild a more connected government._779674fa-500f-11ea-a66b-e71e0483ea00Al Eskalis“We need agovernment that’sinterconnected,that speaks thesame language,shares the samedata, and uses thesame platforms.”Al Eskalis, director of customerexperience, U.S. Citizenship andImmigration ServicesNancy Potok“There’s nothing holding the governmentback but the government itself,” said Potok, the country’s former chief statistician.HOW TO BUILD A MORE CONNECTED GOVERNMENT OF THE FUTURE -- As government positions itself to flourish in the future, it must develop more robust and broad-based connections. Although resource constraints can complicate the transition to that better-connected future state, the biggest barriers are cultural... Government canand should be working now on the shift to the future, the people we interviewed made clear.SilosBreak down silos._77967770-500f-11ea-a66b-e71e0483ea00Dorothy AronsonEmployees must also buy in. “Breaking down silosbetween different types of employees will depend onthem wanting the silos broken down,” said the NationalScience Foundation’s Aronson. “For example, as an ITperson, I have to be less proprietary about my knowledge.And the program officers must have a desire and maketime to tell me what they’re working on, so I can help.”U.S. Census BureauThe U.S. Census Bureau has found an effectivemethod for breaking down silos among federal agenciesthat also extends to outside organizations. Its researchersdevelop cutting-edge techniques to protect privacy andshare these tools with other agencies as well as privatesector companies and even foreign governments.Census researchers also routinely present their work atacademic and professional conferences.Michael Hawes“Disseminatingour expertise is very important to us,” said Hawes, thesenior advisor for data access and privacy. “We believethat a rising tide lifts all boats.”Recently, the bureau organized a workshop ondifferential privacy that drew participants from acrossgovernment. Differential privacy is a new approach toprotection that calculates the precise privacy risk of dataproducts to be released, and how much statisticians needto modify the data to mitigate that risk.Organizational units in government, both within andacross agencies, often work in isolation from oneanother, and have for a long time. That must change fortomorrow’s government to function with greater success.Silos inhibit collaboration, preventing government fromusing data to its fullest and getting the most out of itstechnology and its workforce. These silos can stand inthe way of a program manager discovering and using datahoused at another agency, for example, or keep a team ofIT specialists from building a tool that meets the needs ofnon-IT colleagues—if those colleagues are not involvedin its development. The value of collaboration cannot beoverstated, yet it is an area where government struggles.Agency leaders must recognize that mission deliverywill suffer as long as silos persist, and leaders mustcommit to chipping away at the problem, accordingto experts we spoke with. That includes promoting aculture of collaboration and making targeted financialinvestments—for example, to link IT systems across anagency...Ultimately, changing a culture that has long livedwith and accepted silos, within and among agencies,will need everyone to work on fixing the problem, fromagency leaders to rank-and-file employees.ResistanceLower the resistance to change._77967a36-500f-11ea-a66b-e71e0483ea00John Koskinen“People, no matter how spirited they are, have a natural tendency to say, ‘We’vebeen doing it this way for a long time, so why change?’” said former IRS commissioner Koskinen.Robert LightfootLightfoot from NASA echoed his sentiment. “Theanswer you hear all the time is, ‘That’s not the way we doit.’ We must be open to new ideas while also rememberingthe important lessons from the past. Striking a balancebetween the two is key.”Soraya CorreaAt the Department of Homeland Security, ChiefProcurement Officer Soraya Correa and her team createdthe Procurement Innovation Lab, or PIL. The PIL is aninitiative that aims to improve how procurement is doneat DHS. Procurement is not a space where governmentemployees have traditionally been encouraged toinnovate, but Correa and her team are trying to changethat. One component of the PIL is an online platformwhere contract specialists share new ideas, best practicesand lessons learned with colleagues. PIL staff also actas consultants to the department’s contract specialists,helping them think through innovative strategies toimprove procurement, including growing the pool ofqualified vendors who submit proposals, more effectivelyevaluating those proposals and reducing the time it takesto make an award. “Our goal was to change the way welook at procurement, change the way we look at our jobsand what we do,” said Correa. “People are coming to thePIL to try new things. They believe that their leadershipsupports them and wants them to be creative.”For a future government to build more robust connectionsacross the institution and with outside partners, agencieswill have to try new ways of doing things. Yet resistanceto change can stand in the way...Change is possible. Leaders need to envision a betterway of doing things, commit to shaking up the statusquo and demonstrate to employees the value of change,according to agency leaders and experts we interviewed.Sharing government success stories can help break downresistance and generate buy-in. Risk & FailureAddress aversion to risk and fear of failure._77967cfc-500f-11ea-a66b-e71e0483ea00Lee Becker“Staff need an environment where they can learn,grow and take risks,” said Becker from the VA. “Butfailure is often used as a sword. So, you have employeeswho think, ‘Okay, I got burned trying to iterate once, sonow I’m just going to do what I’m told and not put myneck out.’ You must have the right learning environment,with top cover from leadership, to usher in the future ofgovernment.”Nancy PotokIn 2019, the Foundations for Evidence-BasedPolicymaking Act became law. It seeks to amplify therole data and evidence play in informing government’spolicies and programs. When the Office of Managementand Budget released guidance for agencies on how toimplement the law, Potok was struck by the type ofquestions organizations asked OMB. They were all abouthow to follow the rules.“All of the questions focused on how to comply withour guidance,” she said. “No one asked us how to changethe culture in their agency to get the most out of the lawand make the best use of data. That tells me that people ingovernment are trained to comply. You stay out of troubleif you comply. But that’s not going to get us where weneed to go. The number one thing government needs to7 Partnership for Public Service and Slalom, “Risk and Reward: AFramework for Federal Innovation,” November 2019, 12-13. Available athttps://bit.ly/2Nxoh0bdo to get the most out of data in the next decade is changeits culture.”U.S. Citizenship and Immigration ServicesAdvancing government requires taking risks andsometimes failing. Many government leaders haveaccepted the trade-off and also let their staffs know theyhave done so—an important part of the equation.“What drives us isn’t the fear of failure. It’s thefear of not innovating fast enough,” said Eskalis,referring to the leadership at the U.S. Citizenship andImmigration Services. “And then that trickles on downthe organization.”It can be risky for employees or agencies to experimentor try something new, and success may only come aftermany rounds of trial and error. Yet government can berisk-averse and hostile to failure.2020-02-15https://ourpublicservice.org/wp-content/uploads/2020/02/Future-of-Government.pdfOwenAmburOwen.Ambur@verizon.net