by clicking on the page. A slider will appear, allowing you to adjust your zoom level. Return to the original size by clicking on the page again.
the page around when zoomed in by dragging it.
the zoom using the slider on the top right.
by clicking on the zoomed-in page.
by entering text in the search field and click on "In This Issue" or "All Issues" to search the current issue or the archive of back issues respectively.
by clicking on thumbnails to select pages, and then press the print button.
this publication and page.
displays a table of sections with thumbnails and descriptions.
displays thumbnails of every page in the issue. Click on a page to jump.
allows you to browse through every available issue.
GCN : June and July 2016
T HE TRANSITION government agencies are making to delivering digital services is often referred to as a cultural experience—not a roll- out or upgrade. It’s actually all of those things. But instituting digital services is more like a revolution, with all the passion and re -education that implies. “We’re not out to transform services just to have new services. We’re really out to tra nsform people’s lives,” said Aaron Snow, executive director of 18F, a fee-for-service government office that helps other agencies build, buy and share digital services. “A nd to tra nsform the services that improve people’s lives, we have to transform some entrenched practices.” Snow spoke at the Citizen Engagement Summit: Delivering on the Promise of Digital Services, held March 2 in Washington, D.C. However, transfor mi ng entrenched, legacy practices often takes deep institutional resources a nd leverage. Recogni zi ng that, the GSA recently merged three of its technology groups, the 18F digital ser vices agency, the Office of Citizen Services and Innovative Technologies (OCSIT), and the Presidential Innovation Fellows program into a program called the Technology Transformation Ser vice (TTS). Federal CIO Tony Scott said the newly christened tr iad would “strengthen the way federal agencies develop, buy and share cutting edge digital solutions,” according to a GSA announcement. In a May 3 blog post, GSA administrator Denise Turner Roth called the new ser vices organi zation, “a foundation for the federal government’s digital tra nsformation,” a nd an opportunity to partner with other agencies and assist them in their own attempts to transform. “By moving these programs into a new service,” she said, “we are demonstrating a commitment to make agile, user- centered deliver y of technology the way we do business moving forwa rd.” The effort will require money and manpower. In remarks made while introducing the fiscal 2017 federal budget, admi nistration officials highlighted upcomi ng IT priorities, including “deliver i ng sma rter i nformation technology, world- class customer ser vice and stronger engagement w ith communities and citizens.” The admi nistration also appears to be putting its money and resources where its mouth is. Next year, the admi nistration plans to spend $35 million more on the U.S. Digital Ser vice (USDS), $105 million for digital ser vices teams at 25 agencies, and even more for digital channels throughout the federal gover nment. Citing the need for more IT specialists to pursue its digital goals, the administration said it will also aim to hire 500 top “digital ser vice experts” by Januar y 2017 to work with agencies on their highest priority projects. Those additional specialists would reinforce the U.S . Digital Service, a group of entrepreneu rs assembled in 2014 to work on special projects. Since then, USDS experts have worked on several key projects, i ncluding restori ng the State Department’s global Consolidated Consular Database after a worldwide outage and laying the grou ndwork for secure access to all IRS digital services. In preparing for the 2016 budget, the administration also released all budget data in machine- r eadable formats on GitHub, a web site for hosting open source projects. Altogether, the technical exper tise initiatives have saved more than $3.5 billion, according to administration officials. Those savings have helped sustain the pri nciples GSA has adopted during the course of the government’s digital tra nsition. T hose pr i nciples include ma naging data instead of documents, using shared platforms to reduce costs, providing users with access to information a nytime on multiple devices, and ensur i ng secure information deliver y. Using these guidelines, IT managers are developing digital systems they believe will help build strong technology cultures. Environmental Protection Agency CIO Ann Duncan, speak ing at the Citizen Engagement Summit, said creating a digital services culture requires a radically different thought and decision -mak ing processes. The EPA is turni ng to user- centered design, modular practices and agile development instead of sticking with familiar waterfall methods. Strea mli ni ng government processes also helps encourage an agency digital services culture, she said. The mechanics of digital transformation also requires ideas and methods for measuri ng progress. The U.S. Census Bureau, THE AGENCY TRANSITION TO DIGITAL: ROLL-OUT OR REVOLUTION? Moving to a digital services culture is as much a philosophical shift as it is a technological transformation. S-14 SPONSORED CONTENT SERVING THE CITIZEN
August and September 2016