{"id":12598,"date":"2018-07-26T20:14:58","date_gmt":"2018-07-26T20:14:58","guid":{"rendered":"https:\/\/one.sightlinemg.com\/federaltimes\/uncategorized\/2018\/07\/26\/governments-most-transformational-agency-a-look-inside\/"},"modified":"2026-08-08T04:25:45","modified_gmt":"2026-08-08T04:25:45","slug":"governments-most-transformational-agency-a-look-inside","status":"publish","type":"post","link":"https:\/\/one.sightlinemg.com\/federaltimes\/it-networks\/2018\/07\/26\/governments-most-transformational-agency-a-look-inside\/","title":{"rendered":"Government\u2019s most transformational agency: A look inside."},"content":{"rendered":"\n

Editor\u2019s note: This is part two of a two-part series spotlighting the U.S. Digital Service. For part one, click <\/i>here<\/i><\/a>.<\/i><\/p>\n\n\n\n

Making waves \u2026 sort of<\/b><\/p>\n\n\n\n

Though the U.S. Digital Service\u2019s mission is to transform the public-facing services of the federal government, USDS employees are adamant that they aren\u2019t just parachuting into agencies to create upheaval and change, only to leave once they\u2019ve done so.<\/p>\n\n\n\n

\u201cU.S. Digital Service doesn\u2019t just dive in, build a thing and then walk out. There is an element of this that requires working hand-in-hand with our federal counterparts,\u201d said Shannon Sartin, executive director of Digital Service at Health and Human Services and the Centers of Medicare and Medicaid.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n


<\/p>\n\n\n\n

Much like with the relaunch of healthcare.gov<\/a>, USDS is often asked to enter projects that are already in progress.<\/p>\n\n\n\n

\u201cWe\u2019re rarely coming into a project and saying, \u2018Let\u2019s start something new that nobody else has worked on,\u2019\u201d said Sam Gensburg, a software engineer at USDS who most recently worked on the launch of the Centers for Medicare and Medicaid Services\u2019 Blue Button 2.0. The program presents Medicare and Medicaid data in a machine-readable format that program partners can then use to create data visualization tools.<\/p>\n\n\n\n

Part of the time USDS spends at an agency is often used to challenge the typically risk-averse culture of federal agencies, because a mistake could have larger public ramifications.<\/p>\n\n\n\n

\u201cThere\u2019s a cultural component and trying to build a culture where people feel comfortable shipping things quicker or taking risks, and I think that\u2019s something that takes time,\u201d said Joni Cooper, USDS product manager at HHS.<\/p>\n\n\n\n

And though sometimes the service recruits federal employees from other agencies to join their team, more often they find it\u2019s important to teach and learn from those employees where they are so those employees can continue to push for change and innovation when USDS leaves.<\/p>\n\n\n\n

\u201cBecause it\u2019s important for super-smart people to stay in those roles to keep the government running; you don\u2019t want to pull them out,\u201d said Sartin.<\/p>\n\n\n\n

\u201cOne of the USDS values is hiring and empowering great people, and part of that to us is finding people who are already working on the project, who are fantastic and really excited to work hard and do really good work and helping them be successful,\u201d Gensburg said.<\/p>\n\n\n\n

USDS projects even inspire agencies they haven\u2019t worked with to make innovative changes. When the Defense Digital Service convinced DoD leaders to conduct a bug bounty program on their public websites, and that program was successful, it inspired other agencies to create their own bug bounties.<\/p>\n\n\n\n

According to USDS employees, if DoD \u2014 one of the most secure agencies in the federal government \u2014 can successfully allow the public to help them find vulnerabilities, other agencies realize there\u2019s no reason they can\u2019t do it, too.<\/p>\n\n\n\n

Looking forward<\/b><\/p>\n\n\n\n

According to a USDS press official, the service is forecasted to help the government save more than $600 million and redirect approximately 1,500 labor-years toward higher-value work over a five-year period.<\/p>\n\n\n\n

\"\"
Matt Cutts, Acting Administrator at U.S. Digital Service, gives a tour of the office located in an old townhouse on Jackson Place across from the White House in Washington, DC on June 21, 2018. Here he shows a timeline employees created that show the first two years of USDS that was formed in 2014. (Alan Lessig\/Staff)<\/figcaption><\/figure>\n\n\n\n


<\/p>\n\n\n\n

But many USDS employees have a hard time looking so far into the future.<\/p>\n\n\n\n

According to Sartin, there are so many potential projects for USDS to join, it is difficult to prioritize what can and can\u2019t be done.<\/p>\n\n\n\n

\u201cThere\u2019s no shortage of problems to fix, but we don\u2019t have an infinite supply of people, and there\u2019s not infinite money to modernize everything,\u201d said Sartin. \u201cI definitely remember having some serious heartache over that.\u201d<\/p>\n\n\n\n

\u201cThe hardest thing for me is feeling like I personally have momentum,\u201d said Scott Haselton, a digital services expert at USDS. He noted that in the private sector there are metrics and launches that help measure success. \u201cHere\u2019s it\u2019s kind of swimming in the middle of the ocean. You swim one direction a little bit and it\u2019s like, \u2018Did I actually get anywhere?\u2019 You definitely have to celebrate the little wins.\u201d<\/p>\n\n\n\n

The service stands likely to have a significant role to play in the near future, at least. There were multiple mentions of USDS in both the American Technology Council\u2019s 2017 Report to the President on Federal IT Modernization and the President\u2019s Management Agenda.<\/p>\n","protected":false},"excerpt":{"rendered":"

The U.S. Digital Service doesn’t look or operate like a typical government office. 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