Service Design for Government
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Government Customer-Experience and Service-Design Consultancy Technical Assent Appraised at CMMI-SVC Level 3

Summary

Of the 15,000 Service-Disabled Veteran Owned Small Businesses, only three have achieved a CMMI-SVC Level 3 rating. This third-party appraisal validates Technical Assent’s strong internal processes, which gives assurance to government contracting offices that Technical Assent can reliably achieve results for government clients.

Main Article

Washington, D.C. (19 Jan 2024)— Technical Assent, a leading federal government customer-experience and service-design consultancy, today announced that it has been appraised at level 3 of ISACA’s Capability Maturity Model Integration for Services (CMMI-SVC®). 

CMMI is a proven, outcome-based performance model and the globally accepted standard for improving capability, optimizing business performance, and aligning operations to business goals. Williamsburg Process Solutions, LLC, performed the appraisal. 

“Excellence is not a singular act but a habit earned through every day practice,” said John DiLuna II, Technical Assent Chief Executive Officer. “Technical Assent’s CMMI-SVC Level 3 demonstrates our corporate growth mindset and our habitual pursuit of quality.”

Of the 15,000 Service-Disabled Veteran-Owned Small Businesses (SDVOSBs) certified by the U.S. Small Business Administration, Technical Assent is one of just three that has achieved a maturity rating of CMMI-SVC® Level 3. CMMI serves as the foundation for Technical Assent’s CX maturity service that helps government clients build and scale their own CX organizations.

“CMMI-SVC is the foundation that undergirds our motto of delivering Services that Inspire,” continued DiLuna. “Through daily practice, we earn our clients’ confidence in taking on more complex projects and have increased confidence in our ability to deliver high quality services consistently across our entire portfolio.”

In federal contracting, contracting officers have very limited options in being able to validate that a given company has the internal structure to fulfill what it promises in a proposal; an independent CMMI appraisal provides that assurance and thus greatly reduces risk to the government. Technical Assent’s current government clients include the U.S. Department of Veterans Affairs, U.S. Department of Labor, U.S. Department of Defense, and U.S. Department of Agriculture. Technical Assent specializes in customer experience, service design, digital strategy, human-centered design (HCD), data science, design thinking, and change management for federal government.

About Technical Assent

Government is the world’s largest service provider and platform of human interactions. Technical Assent exists to ensure these services deliver relevant value, are easy for people to use, and earn trust in the founding principles of our country.

Technical Assent’s Service Optimization Lifecycle links the critical capabilities needed to optimize performance of government services by keeping customers as the focal point. They improve the performance of government services using experience as the primary driver for change using three core capabilities—Experience Design, Solution Implementation, and Service Management.

LinkedIn: https://www.linkedin.com/company/2999180/

Contact: Thom Sutton, tsutton@technicalassent.com, (201) 397-5764

Leveraging Data and Design Thinking to Drive Strategic Decision-Making

Leveraging Design Thinking to Help IRS Better Understand Their Users

Our approach to service design always starts with users and their desired outcomes. Since the heart of this project was to improve decision-making, we connected directly with decision-makers to understand why their procurement function is critical to IRS, what decisions are critical to moving the mission forward, and how they use data to make and communicate those decisions to key stakeholders throughout the agency.

At the same time as our qualitative discovery, we reviewed existing documented policies and practices within the agency and did some preliminary exploratory analysis on their existing data assets. We discovered, like many federal agencies, IRS was collecting sufficient, high quality data already but struggled with transforming that data into information that helped decision-makers tell a compelling story. Our Data Science team took some immediate actions to help decision-makers further trust the credibility of the data by validating data sources and formalizing relationships with data owners to ensure OCPO could reliably access key data sources.

As our confidence in understanding the mission and data, Technical Assent’s Data Science team turned their attention back to the users and the key mission decisions they needed to make. In this phase of the work, we use a Build-Measure-Learn approach to model the decisions with key data, create interactive visualizations, and work with users to evaluate how the visualizations aided their decision-making process. We matured the visual dashboards quickly and were thrilled to see users respond as they saw their intuitions backed by real data.

“Just had to tell you that I wanted to say ‘Drop the Mic!!’ after you made that statement about not everything being equally important. We need that statement reiterated over and over so that we can stay focused on what matters – aka ‘keeping the main things, the main things.’ That is at the heart of many of our struggles around here. Thanks for the wisdom and clarity!!”

Positioning Our Client for Long Term Success

Technical Assent worked with the agency to strengthen OCPO’s in-house capability – the tools, technology, and talent – as customer demand for more data-driven insights grew. We recommended business processes for managing intake of new customer requests and criteria to help manage the backlog based on mission priorities. We also documented our approach and transferred that knowledge to the government team, including proven best practices such as CRISP-DM, CMMI, and ITIL practices to ensure IRS staff can sustainably deliver relevant and reliable data services to their internal customers.

By combining HCD, agile methodologies, and quantitative data analysis we helped the IRS understand how to better visualize their data and put it to work for them in making better decisions. We did this WITH a growing IRS team, empowering them to reuse the blueprint we co-created and sustain the efforts in the future. And we’re confident the products are of immense value to decision-makers because they were included in every step of the process and saw their feedback become part of the final solutions.

How do you help equip your clients to make better strategic decisions? 

Balancing Patient & Employee Experience to Improve Veteran Access to Care

Fostering a Veteran-Centric Experience

Veteran Affairs’ (VA) ability to prioritize the customer experience of our Veterans is crucial to meeting its objective of “serving and honoring the men and women who are America’s Veterans,” One of the key ways VA successfully achieves its mission is by providing timely access to specialty care services. However, the most significant challenge to providing timely access to care to Veterans is coordinating between primary and specialty care. This includes prerequisite appointment requirements and specialty care consults which are a major factor in guaranteeing patient safety and quality of care.

The VA’s Optimizing Healthcare Value Program (OHVP) was tasked with identifying pain points that affect access to care and evaluate best practice solutions. OHVP engaged Technical Assent to help bolster Veterans’ access to timely treatment by uncovering key institutional knowledge within VA, defining best practices, and sharing findings to other VA sites.

Dissecting Costly Failures in the Consult Referral Process

Our team supported OHVP in completing qualitative data gathering and quantitative data analysis through two key avenues: informational interviews and a Healthcare Failure Modes and Effects analysis (HFMEA). We also performed virtual site visits that consisted of information-gathering sessions with primary and specialty care providers. The same issues that surfaced during many of the information-gathering sessions with providers were further confirmed by the analysis of the consult referral process. Existing processes, policies, and procedures combined with staff-related challenges to complicate the overall case management process that led to delays to Veteran care, namely provider fatigue, burnout, and increased turnover.

We also discovered that primary care providers (PCPs) often send Veterans for specialty consultation without the prerequisite testing information necessary to diagnose or address the issue. This is due to inconsistently defined and applied business rules around which parties are responsible for completing what diagnostic testing required for specialty care consult referrals, staffing and resource constraints that result in overworked providers on both sides, and disagreement on who’s responsible for what diagnostic testing. This resulted in specialty care providers discontinuing or canceling consults due to the lack of necessary diagnostic information and completed prerequisite testing requirements. In fiscal year 2021, the VA saw 28% of nearly 12 million outpatient consults get canceled or discontinued – not only does this significantly impact the veteran experience, it creates a loop of wasted time and effort on all stakeholders that may result in Veterans ultimately losing trust in the process.

Developing an Enhanced Operating Model

Technical Assent partnered with the VA Pittsburgh Healthcare System (VAPHS) to develop an optimized operating model to address access issues while referring Veterans for specialty care services, now dubbed the Complex Case Management Hub (CCMH). Our project team designed an improved care team model, built a business case for the CCMH model by quantifying the value of its benefits, and generated the tools and resources that an interested site would need to roll out the CCMH.

The CCMH’s design focuses on improving the Veterans experience when transitioning care from primary care to specialty care by optimizing the consult referral process. The process now alleviates barriers that providers face when submitting, triaging, and completing specialty care consults. Instead of the PCP bearing the burden for completing the diagnostic testing required to submit a consult referral to specialty care, the CCMH team takes on the full responsibility for performing any prerequisite testing and delivers a complete care package with all of the information required for the specialty care service to accept the Veteran as a patient. This eliminates the administrative task of ordering, tracking, and coordinating diagnostic testing for PCPs, while also preventing specialty care services from receiving non-useful consults that take time away from providing direct care to Veterans in their clinics. This has resulted in improved clinic capacity, improved provider productivity, and shorter wait time for both primary and specialty care appointments. In short, there has been a reduction in volume – and the associated costs – of Veterans being unnecessarily sent outside of the VA system to receive care.

Creating a Win-Win for Veterans and VA Providers

Our work is centered around the ultimate user experience for all stakeholders and helping get to the root of the problem through human-centered design. By developing a solution primarily focused on creating an easier process for PCPs, it resulted in improved care for Veterans and an improved employee experience.

How do you balance both the experience of your customer and that of your employees when designing a solution?

Hardwiring VA with Customer Experience Mindsets and Skilled Practitioners

Creating a Culture of Design Thinking

A focus on exceptional Customer Experience and improved service delivery is how the Federal Government ensures an effective, equitable, and accountable Government, and it’s how VA lives its core values and mission. To reach its CX (Customer Experience) goals, VA’s Veterans Experience Office is building the VA Customer Experience Institute (CXi) with the goal of hardwiring a CX-mindset to improve service delivery culture. This includes instilling organization-wide standard CX practices and collaborating with colleagues and the Veteran community to create better products, services, and experiences for all its customers. 

Technical Assent and the VA CXi team have partnered to design, develop, and implement expanded learning opportunities across VA in the form of an industry-standard educational platform for VA employees to gain awareness, understanding, and new skills in CX and HCD. CXI teaches best-in-class methods and tools with a VA-centric focus. It uses case studies and examples that are unique to VA to ensure the material resonates strongly with VA’s mission.

Through a set of formalized curricular programs taught by trained facilitators, VA employees will understand why, when, and how to apply CX principles and Human-Centered Design (HCD) methodologies to their work. This enables VA employees to confidently practice and lead CX efforts while connecting with each other to grow a community to share ideas, best practices, and challenges. 

Based on the VA CXi HCD Certification Roadmap, the CXi program aims to create an experience defined by the following dimensions. The pilot is the first opportunity to evaluate the program’s performance based on these six elements.

CXi aims to expand and initiate the practice of Customer Experience across VA, up-skill VA employees, set organizational and standard practices, and hardwire a CX-oriented mindset into the products, services, and experiences that we create with VA’s customers. This work provides an opportunity to standardize HCD practices across VA and connect VA employees across the organization. Building a new culture and mindset helps change and create a new approach to problem solving. 

A Customer Experience Mindset

Within CXi, VA employees will work directly with Veterans to understand their unmet needs and create relevant solutions that center around them. The program encourages employees to approach their work with the customer at the center by applying the following mindsets:

  1. Take your customer’s perspective
  2. Solve the right problem
  3. Embrace Uncertainty
  4. Get feedback early and often
  5. Empathize with your customer

Pilots and Progress

Starting this fall, CXi will  offer the Certificate Program, which is a set of structured courses teaching the fundamentals of HCD and CX through virtual interactive lectures and activities. There were 21 Certificate graduates from the pilot program. Looking toward the future, the team will add on a Fellowship Program that consists of a group of CXi Certificate-holding VA employees who work together and apply HCD and CX knowledge to a real-world project. 

“I’m already using this material in my own workplace and passing it on to other people.” – VA employee

“I liked the experiential way you demonstrated the tools. I feel like I will retain the information because of how it was taught.” – VA employee

CXi aims to be the first of its kind in the federal government, creating a like-minded community of people within VA and investing in employees so they are able to offer the best services for Veterans and their fellow co-workers.

How do you reach across silos within your organization? What mindsets and standard practices have made it easy to provide your customers with the best experience?

Using HCD to Reimagine Veteran Healthcare

Breaking the Status Quo

In the wake of the global COVID-19 pandemic in 2020, the “Reimagining Veteran Healthcare” project set out to not only study what has changed about health care for Veterans during the pandemic, but also investigate what might change to better anticipate Veterans’ needs of the future. This inflection point was an opportunity for VA to drastically rethink how to meet evolving patient expectations and a changing population of Veterans.

This vision for the 20-year future of VA emerged from research with Veterans, Caregivers, front-line staff, healthcare experts, and VA leadership. Starting with the core users of VA services yielded a web of opportunities spanning from discovery and design to technical development, prototyping, piloting and implementation —utilizing the full range of Human-Centered Design (HCD) methodologies, tools, and approaches. 

While VA has several ongoing and near-future transformational programming in the works, there is a large gap when considering truly transformational future opportunities. This is where Reimagining Veteran Healthcare stepped in. Our team from Technical Assent and Deloitte had a goal of developing breakthrough, nonlinear innovations of service delivery models to create or capture markets, services, products, and customer segments that have yet to exist.

Putting Veterans at the Center

To keep Veterans at the center of our work, the team conducted ethnographic research with 100+ stakeholder interviews (virtually and in-person) with Veterans, clinical providers, familial caregivers, subject matter experts, and other key VA staff members. These helped the team ​​uncover pain points, bright spots, and/or validate our assumptions about the current state of Veteran healthcare, understand the post-pandemic priorities and behaviors of different populations of Veterans, and inform several transformational opportunity areas. 

“[I define health as] having the ability to accomplish all the things that I want to do in my life […] without any hindrance from medical or monetary or any of those things that naturally get in the way. The quality of things I am consuming in life. It’s the total of all those things.”

“If I could just visit one entity, one website, have everything available to me on ONE Dashboard or profile. If it was tailored to me and what I went through it would be so much more helpful.”

“It’s symptoms first, then based from symptoms, give prescriptions that alleviate those symptoms. The immediate question is always ‘What can I give you?’ Well, I don’t want a medication. I want to solve why it’s hurting in the first place.”

Developing Customer-Driven Solutions

Based on the insights that emerged from conversations with 250+ stakeholders –including Veterans, caregivers, and front-line staff, consensus was found around three critical priorities for VA’s future:

  1. Redefine Veterans’ initial encounter with VA – VA has a critical opportunity to elevate health as a priority with Veterans during and following transition. Connecting proactively with personalized tools can create a seamless transition for Veterans to join the VA following active duty.
  2. Deepen ongoing customer service efforts and engagement – Veterans feel the fragmented nature of the VA. By creating a backend system that puts Veteran health records, feedback, and preferences in one place, VHA can provide a more seamless front-end experience while empowering employees to own each individual interaction and overall health journey.
  3. Extend the envelope of care – More than ever, Veterans expect care when, where, and how they want it. COVID-19 highlighted an opportunity for VA to extend care beyond its walls and broaden its definition of health and healthcare delivery.

Across these three central opportunities, 11 solution concepts were developed that allow VA to create transformational change for Veterans. These solution concepts are rooted in the Veteran experience, taking an outside-in look at what’s needed for VA healthcare delivery. Currently, the team is partnering with VAMCs to pilot and iterate on the solution concepts and help Veterans access VA care when and where they want it in the future.

How do you keep your customer at the center of your work? What opportunities are there to think outside the box to anticipate future customer needs?

Press release

Rising SDVOSB Technical Assent Expands Footprint at VA, DoD, and Treasury

FOR IMMEDIATE RELEASE

Washington, D.C.—Technical Assent, a leading provider of Experience Design, Solution Implementation, and Service Management services, announced today that with several awards at the end of fiscal year 2020, it has successfully expanded its portfolio of work at the Department of Veterans Affairs (VA), the Department of Defense (DoD), and the United States Treasury in the areas of employee experience (EX), human-centered design (HCD), training and education, and real-time data visualization. In this capacity, Technical Assent will continue providing mission-critical support to each agency in order to build and deploy capabilities that best serve our nation’s veterans, active-duty service members, and American taxpayers.

“One thing that differentiates Technical Assent’s clients is that they see customer experience as critical to delivering better government services. Through these partnerships, we are designing government services that are relevant to customers’ needs, easier to use, and cost-effective to operate and maintain,” said Technical Assent Chief Executive Officer John DiLuna.

Technical Assent recently re-appraised at Level 3 of the CMMI Institute’s Capability Maturity Model Integration for Services (CMMI-SVC) Version 2.0. It is one of just three SDVOSBs that are both verified by the VA Center for Veterans Enterprise (CVE) and hold a Level 3 maturity rating.

About Technical Assent

Headquartered in Arlington, Va., Technical Assent is a leading provider of Experience Design, Solution Implementation, and Service Management solutions for government agencies. At Technical Assent, we believe government begins at the bottom—with the people it serves. That’s why we explore the customer experience first and use that knowledge to improve systems, processes, and service across the organization. Technical Assent, LLC is a Service-Disabled Veteran-Owned Small Business (SDVOSB). For more information about Technical Assent’s service delivery capabilities, visit https://technicalassent.com/.

How to Tidy Up Your Government Services

The Netflix show Tidying Up with Marie Kondo has taken 2019 by storm in part because it acknowledges that we all get so carried away with the things we acquire that we rarely have time to take a step back and ask why we need them. But armed with her KonMari method, Marie Kondo offers some simple tools to take back control and focus on things that are truly important.

Tidying Up got us thinking: a cluttered house and a cluttered government service portfolio have a lot of similarities. And with that in mind, how might we add a KonMari layer to our practice of service management and apply it to the work we do in government?

Consequences of a cluttered service-portfolio

Government managers are under constant pressure to improve performance and reduce the costs of the services they deliver. Under the guise of continuous improvement, agencies get caught in the allure of shiny new solutions despite the lack of new funding or resources. With all of the “buying” and none of the purging, these service portfolios start to look like the clothes closets at the beginning of a Tidying Up episode: overflowing, disorganized collections of garments complete with ugly sweaters, random brimmed hats, and a bunch of old pants that don’t fit.

In government, the immediate consequences of untidy service portfolios are angry customers and declines in service performance. Managers then rely on their help desks to detect the most emergent problem areas and triage customer issues before things spiral out of control.

There are also long-term mission impacts when a service portfolio gets cluttered. Energy and resources are constantly diverted towards competing priorities and this means customers are not being fully served somewhere else. Managers begin to lose sight of the true costs of service delivery and what it takes to deliver an exceptional customer experience. This is not the  way to sustain loyal customers long-term but it is today’s reality for many government programs and services.

What “sparks joy” for government services?

When you empty that closet and begin culling through the volcano-like pile of clothes on the bed, Marie Kondo’s “spark joy” principle is straightforward. Unless you have an emotional connection to an item–a little zing of happiness when you hold it–get rid of it. Government service managers, however, have to consider factors well beyond whether a service delivers an emotional connection.

Customers use government services to achieve some kind of result or outcome. Government services “spark joy” when they meet the needs of customers and achieve the overarching policy objectives. Services have to be relevant, be usable, and deliver an exceptional experience.

How do you know if your portfolio needs tidying?

Cluttered service portfolios can sneak up on us because new requirements grow organically over time. Small, incremental additions eventually dilute the services being offered until the services cannot be sustainably managed.

Having a documented catalog of the service offerings and a governance process for adding or retiring services is one way to manage service creep. Monitoring customer behavior is another way to detect whether the service portfolio is being diluted. Low customer engagement or abandonment may indicate that the services being offered are not relevant to the problems customers are trying to solve.

Five steps to tidying your government service portfolio

Tidying up a government service portfolio simply means making decisions about which services provide the biggest value to customers in the context of the agency mission. By choosing to invest in the services that matter most to customers, we then free up resources by stopping services that are of little or no value. We have five recommended steps to tidying:

1. Define “spark joy” for your customers

Services that are designed to be easy maximize value for the customer and give the service provider the best shot of delivering the service in a cost efficient way. The specific definition of “easy” varies for each service.

Service designers immerse themselves in the customer’s world through both quantitative and qualitative analysis to define what “sparks joy” for the customer. This could be factors like speed, availability, security, or privacy. Grounded in this understanding, service designers can determine how well each unique service contributes to the things that matter most to customers.

2. Empty the closet

Service portfolios often resemble cluttered closets in that this year’s fashions bury last year’s trends. Yet, for many psychological reasons, we can’t bring ourselves to part with our now-useless purchases. Likewise, services that outlive their relevance but continue operating in the background drain limited resources. Simplifying a service portfolio to make it easy for the customer means disentangling each service and discreetly defining its value.

The way you “empty the closets” in government services is by cataloging each service in your portfolio. Pull each of these services out into the open by cataloging each one. This task can be fraught with challenges, especially among mature enterprise portfolios. Services can share the same name but behave very differently depending on the people, process, technology, content, and environment in which they operate. Each of these factors potentially impacts how easy it is for customers to use the service and how efficiently it can be delivered.

Once each service has been cataloged individually, it is now possible to document the cost to deliver each individual service and determine its perceived value to customers.

3. Decide what to keep

A service designer’s goal is to make it as easy as possible for customers to use the services. This requires eliminating unnecessary complexity from the customer journey. This is complexity that can come from redundancies, dependencies, inconsistencies, gaps, and just plain confusion of who is responsible for doing what. Before we can truly simplify each service, the initial service catalog may need to be refined and consolidated several times before it resembles the intended service model.

One successful technique is to marry the newly forming service catalog to a customer journey map which visually depicts how each individual service aligns with customer experience. This is a powerful tool for service design teams because it informs how customers perceive value at specific touchpoints. It also points to the underlying processes, technologies, and talent that are responsible for delivering the value.

Through this process, the service design team begins to zero in on the components that contribute to the overall customer experience and ultimately drive intended customer behavior.

4. Evaluate each piece

As the service catalog begins to reflect the reality of what is being delivered to customers, there is still a need to determine the marginal cost associated with delivering the customer experience. Technical Assent recommends using a pair-wise comparison that results in a ranking of each service relative to the others in the service catalog. We use two criteria–cost and perceived customer value–as shown in the diagram.

This visualization enables the service design team to understand the marginal costs and benefits of specific services in the context of their respective contributions to the customer journey.

5. Develop the service strategy

When a service portfolio is segmented this way, it sets up a productive dialogue among the service design team members and new management strategies emerge. It forces the team to consider the marginal benefit of increasing perceived customer value compared to the marginal cost. It also lends itself to relevant exploratory questions such as “what needs do our customers have that we don’t address?” The table to the right demonstrates four possible strategies that may emerge from these conversations.


Next steps

In a resource-scarce environment, it is critical that government service managers focus on achieving overarching policy objectives through a portfolio of services that delivers the biggest impact to its customers. This requires that managers, who are often policy experts, invest deeply to understand the needs and motivations of their customers.

New concepts emerge when customer preferences for relevance, usability, experience, and ease marry with a service delivery model that values efficiency, consistency, and reliability. Innovative government solutions spark joy when they address what customers care about most and meet the mission needs.

Technical Assent has consulted with numerous federal government agencies to redesign their service portfolios based on customer experience. Read more about service design in these articles.

In Government Service Design-Thinking, Thinking Like the Customer is not Enough

Avoiding the Sugar Crash of IT Modernization

This Simple Meeting Hack Helps a Problem-Solving Team Refocus on Their Customers

Try Our Automated Customer-Experience Self-Assessment for Federal Government

A map that shows a starting point and an ending point

To aid government agencies in fulfilling the new customer-experience requirements from the Office of Management and Budget’s Circular A-11, we have designed a free, automated CX assessment tool for government employees.

Circular A-11 (Section 280) applies to federal agencies designated as high-impact service providers. These designated providers have specific obligations that begin in early 2019. This includes the requirement to conduct an annual CX self-assessment and submitting a CX action plan.

Even outside of OMB’s specific requirements, our CX assessments are a great way to improve your office’s performance and customer satisfaction–whether your customers are U.S. citizens, government employees, private industry representatives, or other government agencies. Improving CX is is a measurable way to improve performance even for programs not designated as high-impact service providers.

These A-11 requirements, along with the Federal Agency Customer Experience Acts of 2017 and 2018, reflect a new priority in government. Being a service-design company founded on the idea that U.S. citizens should have the same high expectations of government service as they do customer-centric, innovative private companies, this is a trend we wholeheartedly support.

Our Standard Assessment is an automated version of OMB’s assessment that includes a report with a graphical interpretation of your score. We are also in the process of finalizing our Enhanced Assessment, which will be more thorough than the OMB assessment and the report will give you customized recommendations for building your action plan.

Email us at getstarted@technicalassent.com if you would like to be added to the notification list once we activate our Enhanced Assessment in early 2019.

airplanes take off on a runway

Technical Assent joins FAA’s eFAST contracting vehicle

We are excited to announce that we have been accepted to the Electronic Federal Aviation Administration (FAA) Accelerated and Simplified Tasks (eFAST) contracting vehicle. The FAA divides eFAST work into functional areas and we now hold master ordering agreements in the following areas:

  • Business Administration and Management
  • Computer/Information Systems Development
  • Computer Systems Support
  • Documentation and Training

 

eFAST is the FAA’s preferred contracting vehicle for small business contracts. eFAST streamlines the procurement process for all stakeholders using a web-based acquisition tool and automated workflows compliant
with applicable FAA standards.

Any FAA program management office (PMO) and contracting officer (CO) can use eFAST. For details about doing business through eFAST, visit the FAA’s eFAST page.

“We are eager to serve the FAA through eFAST,” said John DiLuna, President and CEO of Technical Assent. “Each new contract vehicle provides us an opportunity to share how to improve the performance of federal services using a customer experience as a primary driver for change. The FAA’s mission focus on maintaining the world’s safest and most efficient aerospace system makes it an excellent candidate for design-thinking and a customer-driven approach.”

We are also a part of the following federal government contracting vehicles:

Government-wide

  • GSA Professional Services Schedule (PSS)
  • GSA Performance Management / Continuous Process Improvement Blanket Purchase Agreement (PM/CPI BPA)
  • Service Disabled Veteran-Owned Business (SDVOSB) set-aside
  • Army Research Lab Advanced Expeditionary Warfare Development (AEWD)

Department of Veterans Affairs

  • VA Agile Delivery of VA Imminent Strategic and Operational Requirements (ADVISOR)
  • VA Veterans Enterprise Contracting for Transformation and Operational Readiness (VECTOR)

Department of Defense & Department of Homeland Security

  • Washington Headquarters Service / Acquisition Directorate (WHS/AD) Logistics Services (LOGS) Blanket Purchase Agreement
  • Navy SeaPort-e
  • DHS Program Management and Technical Services (PACTS) II

 

See our contracting vehicles page for more information on each.

News Release: Technical Assent Welcomes Todd Sadowski as Director of Business Development

NEWS RELEASE

Technical Assent Welcomes Todd Sadowski as Director of Business Development
The new role for the company follows a banner year in growth

Todd Sadowski

ARLINGTON, Va., November 29, 2018—Technical Assent, a leader in federal government customer experience, has hired industry veteran Todd Sadowski as the company’s first director of business development.

Todd is a client relationship executive who has supported several Service-Disabled Veteran-Owned Small Business (SDVOSB) companies during their highest growth periods. He will leverage this experience and his relationships with leading government partners to fuel sustainable growth and build new business opportunities at Technical Assent.

“We see government leaders increasingly recognizing the benefits of using customer experience to improve their program performance,” said John DiLuna, Technical Assent’s founder and CEO. “It sounds simple—design government services that people prefer to use—but there are several key factors that program managers need to get right to set the effort for success.”

The new role of business development director at Technical Assent addresses this need.

“As a member of the executive leadership team, Todd will be helping prospective clients target the correct mission problem and making sure Technical Assent and our partners are in the best position to solve it,” said DiLuna.

About Technical Assent

Technical Assent is a consultancy to the federal government that improves agencies from the bottom up—starting with customer experience. Technical Assent helps agencies design, implement, and deliver services that inspire by providing customer-experience design, solution implementation, and services management.

The company is a SDVOSB and prime contractor on the Department of Veterans Affairs flagship VECTOR contract in addition to other government-wide contract vehicles such as the GSA Professional Services Schedule. As a CMMI-SVC/3 firm, Technical Assent is committed to providing exceptional service experiences and delivering consistent results to its federal government clients.

For more information about Technical Assent, visit www.technicalassent.com and www.linkedin.com/company/technical-assent.

Media Contact

Chris Bobbitt
cbobbitt@technicalassent.com
202-904-8527