Service Design for Government
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Year in Review: 2017

As we reflect on 2017, it’s clear that it was a busy and productive time for Technical Assent. We shared our biggest news via press releases and our blog, but it is pretty remarkable to see it all in one place.

In no particular order, here is our 2017 highlight reel.

Independently Appraised at CMMI-SVC Level 3

CMMISVC logoThe Capability Maturity Model Integration (CMMI) is a capability improvement framework that leverages effective processes to ultimately improve organizational performance. After months of hard work, we were thrilled to be independently appraised at Level 3 in CMMI for Services (CMMI-SVC/3). Our clients benefit directly because we approach challenges using a repeatable framework, develop solutions that improve the systems of work, and scale up new services with confidence.

Awarded a GSA Professional Services Schedule (PSS) Contract

GSA Contract Holder logoThe approval and vetting process to be a General Services Administration (GSA) contract holder is no small task and we successfully made it through the gates last summer. This provides streamlined access to federal agencies who need a broad spectrum of integrated consulting services (SIN 874-1) and training (SIN 874-4). To further expedite the government procurement process, we offer our services on GSA Advantage!, the federal government’s electronic ordering system.

SDVOSB logoRe-verified as a Service-Disabled Veteran-Owned Small Business
(SDVOSB)

We are privileged to serve our fellow veterans through our work at the Department of Veterans Affairs. To maintain our eligibility as an SDVOSB company for VA, we successfully completed a rigorous third-party verification that allows us to showcase our ongoing commitment to the veteran community…such as how nearly 50% of our Technical Assent workforce has served in the U.S. forces.

Renewed and Expanded Work with DoD and VA

Our existing clients continue to place their trust in us and it is a responsibility we take very seriously. Technical Assent’s clients face some of the most complex mission and business challenges in government today. While we don’t sell an EASY button, our teams use data to dig out the root cause of these issues and work side-by-side with our clients to build better solutions.

A Technical Assent employee talks with a group of government employees during a prototyping sessionCommitted to R&D on Service Prototyping

Team Technical Assent is never short on big ideas. In 2017, we committed to investing in them. Using a collaborative LEARN – MAKE – DO process, we sought ways to apply serious games to complex, multi-stakeholder challenges. This effort pushed us beyond our comfort zone and into the field where we engaged community leaders across the country to find better ways to manage issues such as long-term sea level rise.

Awarded a VA VECTOR Contract

The VA’s “Veteran Enterprise Contracting for Transformation and Operational Readiness” (VECTOR) is a department-wide vehicle for a broad range of general management and business support services and solutions. It supports VA program offices and its customers in order to accomplish VA’s mission and strategic goals, priorities, and initiatives. Technical Assent is one of just 70 contractors approved under this highly selective vehicle.

neon colored stick notes with line sketchesSharpened the Saw through Peer-to-Peer Training

This year we held twenty-four peer-to-peer professional development sessions across the company, covering a range of topics such as data visualization, Agile methodologies, public speaking, emotional intelligence, journey mapping, the art of unlearning, and defining the problem. Our employees use their own expertise areas as they take turns developing sessions that will benefit all employees regardless of specialty area or managerial level. It’s a significant investment but the returns we get in shared knowledge and collaboration are invaluable.

Celebrated our Successes

Technical Assent employees talk during a luncheonMaking sure that we are meeting our clients’ expectations means that our teams are constantly on the go. In December, we took an opportunity to slow down and take a step back at the Army Navy Country Club in Arlington, VA. The staff is fantastic and always creates an environment that allows us to put our professional business on pause and simply enjoy each other’s company.

Acknowledged Our Learning Opportunities

Just like any business, we took our share of lumps this year too. While it is never fun to lose, it was really neat to see how the team responded to adversity. Leaders emerged and we pushed through the hard stuff together. Then, a few weeks after the dust settled, we would regroup and figure out how not to make the same mistake a second time!

 

But in all, as you can tell, this has been a year where the highlights well outshined disappointment and we are eager to see what 2018 brings.

runners on starting blocks at a track to represent government performance

Top Three Government Performance Indicators Every Agency Should Measure

The business case for measuring government performance is a consistent focus area for agency leaders, as government agencies are constantly challenged to demonstrate that resources are achieving intended goals and delivering value. To successfully measure agency performance, organizations must establish clear objectives that align to these outcomes.

  • utility (fit for use)
  • warranty (fit for purpose)
  • service delivery (fit for experience)

 

Why Measuring Government Performance Is Important

Government programs exist to deliver specific outcomes in support of a function or mission. For agencies like the Department of Veterans Affairs, ongoing performance measurement is essential in demonstrating accountability of government resources towards achieving specific outcomes in health, education, disability, and memorial benefits for veterans and their families.

Agencies must continually demonstrate success in this era of unprecedented transparency; the media, watch-dog organizations, and citizens have direct insight into government performance. The public has immediate access through social media to voice complaints and to highlight experiences that were less than satisfactory. Additionally, the media is following “big government” closely and congressional interaction and testimony is being shared as part of the daily news.

As a result of this level of public oversight, leading agencies are reconsidering how they measure and communicate their value directly to customers. As such, government agencies must create a credible brand of being the best at what they do for the best value. Additionally, while it is important to know that the resources were used in accordance with the laws and regulations, it is also critically important to demonstrate that the resources are effective, efficient, and relevant to their intended customers.

Three Key Government Performance Indicators

Considering the current level of scrutiny surrounding governmental organizations, Technical Assent has partnered with numerous organizations to develop metrics platforms using key government performance indicators. In our work at the Department of Defense, we track closure of capability gaps identified on our project baseline in addition to usability. Our most recent efforts have been focused on Veterans Affairs, as VA is laser focused on producing outcomes for veterans, such as healthcare, benefits administration, and memorial services. As part of the VA transformation, however, it is equally important to improve the internal government-to-government (G2G) shared services that enable VA employees to support the mission outcomes.

To achieve the MyVA goal to Improve the Employee Experience, all VA services must mark progress, highlight areas for improvement, and demonstrate areas where the government goals and objectives of the organization are being met and exceeded. These capabilities allow VA’s leadership and stakeholders to make critical decisions that accelerate change and ensure that VA is effectively and efficiently serving American veterans and their families.

Government Performance Indicator 1: Utility

Whether a service has utility is determined by whether it solves a customer’s problem or removes a constraint. For the government, a service has utility if it is relevant to the customer need and aligned with the core mission.

Government Performance Indicator 2: Warranty

Beyond solving the customer’s problem, the value of a service is also measured on its usability. Attributes of warranty include availability, continuity, security, and capacity (enough to meet the demand). The customer defines these performance targets based on their desired quality and perceived risk. In a shared services environment, customers may pay different rates for access to different tiers of service.

Government Performance Indicator 3: Service Delivery

As the utility and warranty of services become commoditized, customer experience plays a bigger role in customers’ perceptions of value. To be clear, the “experience” in this context goes beyond the user experience (UX/UI) of your website (or, for that matter, any one technology channel). This “experience” is the sum of all interactions that a customer has with a provider across all delivery channels throughout the lifetime of that relationship. In a G2G shared service environment, customer experience acknowledges that unsatisfied customers will seek out other alternatives.

 
While all three service attributes contribute to customers’ perceptions of service quality, it is the service delivery that elevates an organization’s brand and demonstrates organizational value and credibility. Providing an authentic customer experience certainly impacts the “what” of a solution and focuses on “how” the service is being delivered as customers learn about, narrow, select, consume, and retire a service. Moreover, effective service delivery can answer the questions such as who are you and what do you do well?

How We Can Help

Technical Assent specializes in improving government performance by optimizing the customer experience. Our Service Optimization Framework generates service solutions in-line with the Government Performance and Results Modernization Act of 2010 (GPRAMA) which are measured by their utility, warranty, and service delivery. As a CMMI-SVC organization, we have formalized this capability and successfully applied our approach to identify and model the correct performance measures, analyze the results, and make recommendations for improvements along with celebrating the successes.