SECTION 280 – MANAGING CUSTOMER EXPERIENCE AND

SECTION 280—MANAGING CUSTOMER EXPERIENCE AND IMPROVING SERVICE DELIVERY

OMB Circular No. A-11 (2022) Page 1 of Section 280

SECTION 280 – MANAGING CUSTOMER EXPERIENCE AND IMPROVING SERVICE

DELIVERY

Table of Contents

280.1 Who is responsible for customer experience and service delivery?

280.2 Who is a Federal Government customer?

280.3 What is Federal Government customer experience?

280.4 What is Federal Government service design and delivery?

280.5 How should agencies identify services?

280.6 What are agency responsibilities to deliver services and make them physically available

through multiple channels?

280.7 What are agencies' responsibilities toward digital service delivery?

280.8 What is the purpose of implementing this guidance?

280.9 How should agencies manage customer experience?

280.10 How should customer experience measures be surveyed and collected?

280.11 How do these efforts relate to the Paperwork Reduction Act (PRA), reducing burden,

improving access, and engaging customers?

280.12 How should customer experience be reflected in the agency's Annual Performance Plan?

280.13 What programs have been identified as High-Impact Service Provider (HISPs)?

280.14 What additional steps should HISPs take to manage customer experience?

280.15 What shall the feedback data submitted to OMB include?

280.16 When is feedback data due?

280.17 What shall HISP CX Capacity Assessments and Action Plans include?

Summary of Changes

Updates submission dates for required deliverables, underscores flexibility in how transaction

surveys are organized and presented in line with leading practices, and describes the President's

recent Executive Order on customer experience. This update also adds guidance explaining how

customer experience efforts relate to the Paperwork Reduction Act, reducing burden, improving

access, and engaging customers, and provides additional detail on the collection of telemetry data to

augment transactional surveys.

280.1 Who is responsible for Customer Experience and service delivery?

All Executive agencies (5 U.S.C. 105) have a responsibility to manage customer experience and improve

service delivery using leading practices and a human-centered approach, pursuant to Executive Order 14058

on Transforming Federal Customer Experience and Service Delivery To Rebuild Trust in Government of

December 13, 2021, and the 21st Century Integrated Digital Experience Act (P.L. 115-336). All agencies

should apply the guidance provided in this section for the design of feedback surveys and establishing

experience measures for Federal services. This guidance provides detail on activities to be conducted by

designated High-Impact Service Providers (HISPs, as defined in section 280.13), which are required to

implement the guidance in sections 280.13 through 280.17.

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280.2 Who is a Federal Government customer?

For the purposes of this guidance, “customers” are individuals, businesses, and organizations (such as

grantees, state and municipal agencies) that interact with a Federal Government agency or program, either

directly or via a Federal contractor or even a Federally-funded program. Federal government customers

could also include public servants and employees themselves in their interactions with Federal processes.

280.3 What is Federal Government customer experience?

As defined by Executive Order 14058, the term Customer Experience (CX) means the public's perceptions

of and overall satisfaction with interactions with an agency, product, or service. Building on this definition

and applied in the broader context of this Section and the Federal Performance Framework, the term refers

to a combination of factors that result from touchpoints between an individual, business, or organization

and the Federal Government over the duration of an interaction and relationship. These factors can include

ease/simplicity, efficiency/speed, equity/transparency of the process, effectiveness/perceived value of the

service itself, and the interaction with any employees. Perceived responsiveness to individual needs and

feedback is also important.

Similar to their application in the private sector, these factors can drive the

overall satisfaction and confidence/trust with the program, agency, and the government at large. A

customer's experience interacting with the Federal government directly contributes to their trust in

government itself.

As a Federal government, it is our responsibility to ensure that every interaction a member of the public has

with their government demonstrates competence and transparency and builds trust. To that end, measures

of experience (including measures of equity (e.g., participation), effort (burden/friction), and those outlined

further in this guidance) are of co-equal importance as traditional measures of financial and operational

performance, and which this document begins to outline an accountability framework to deliver. Services,

that are defined by actual customer needs, are the unit of observation for this performance accountability

irrespective of perceived current ownership or budgetary / organizational lines.

280.4 What is Federal Government service design and delivery?

“Service design” is the human-centered design

approach by which organizations optimize service delivery

by designing for the end-to-end journey of the service. When practicing service design, organizations

holistically review not only the customer's experience, but also the systems and processes that contribute to

the experiences of both employees and customers. Together, this information creates a clear picture of the

aspects of service delivery that work well and those that should be iterated on.

For example, an agency interested in migrating a paper form or PDF to a digital web form might develop a

visual representation of the steps the customer takes to reach their goals (called a “journey map”), another

visual representation of the steps the employees or the agency takes to complete that service process (called

a “service blueprint”), and qualitative interviews with a representative group of customers who have

The OECD has done work to demonstrate that “government's competence - its responsiveness and reliability in delivering

public services and anticipating new needs - are crucial for boosting trust in institutions.” See

https://www.oecd.org/gov/trust-in-

government.htm.

A recent analysis reveals that 67 percent of the public's trust in government comes from their experience with government

programs. See

https://www.mckinsey.com/industries/public-and-social-sector/our-insights/Customer-Experience-in-the-Public-

Sector.

For a definition of Human-Centered Design, please reference Executive Order 14058. See

https://www.federalregister.gov/documents/2021/12/16/2021-27380/transforming-federal-customer-experience-and-service-

delivery-to-rebuild-trust-in-government.

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attempted to meet their need by using the service or who may use that service in the future. Together, these

artifacts inform not only what the web form should look like for the customer, but also the technical and

organizational changes that can be made within the agency to improve efficiency and effectiveness of the

service delivery.

While “service delivery” generally refers to actions by the Federal Government related to providing a

benefit or service to a customer of a Federal Government entity, for the purposes of this section, it refers to

the multitude of diverse interactions between a customer and Federal agency such as applying for a benefit

or loan, receiving a service such as healthcare or small business counseling, requesting a document such as

a passport or social security card, complying with a rule or regulation such as filing taxes or declaring

goods, utilizing resources such as a park or historical site, or seeking information such as public health or

consumer protection notices.

A “service” is defined as the sum of the help provided--by an agency and its partners--throughout the

process a customer goes through to obtain, receive, or make use of a public offering (or comply with a

policy). This definition is inspired by customer perception; customers perceive the series of interactions as

a whole when they combine to solve a need or provide assistance during a life event. The degree to which

those interactions are effectively coordinated, easy to navigate, and mitigate uncertainty, largely determines

the customer's satisfaction and trust. Services, as experienced by the customer, cut across organizational

functions. They need not align exactly to formal Federal budgets, programs, or organizational charts, or

even to an individual agency. They do however require management and collaboration to be delivered

effectively.

Services start with an occasion of need, are processed as a self-service workflow or series of interactions,

and end with achieving an outcome. For example, most Federal Government services can be categorized as

one of several service types:

 Administrative: Requesting or renewing items that do not require an extensive eligibility

determination or multi-stage review processes such as getting a license, passport, or social security

card.

 Benefits: Applying for or progressing through more complex government processes to determine

eligibility and degree of benefit such as immigration, Medicare, Veterans' health services, or a small

business loan.

 Compliance: Completing required actions such as filing taxes, submitting information for or

engaging with an auditor, environmental reporting, or completing a survey mandated by law.

 Recreation: Utilizing public spaces such as national parks and historical sites, or visiting museums.

 Informational: Providing authoritative knowledge-based resources to the public such as designing

labels, releasing warnings, requiring disclosures, or providing health recommendations.

 Data and Research: Conducting or funding research, maintaining and preserving artifacts,

collecting, analyzing, reporting, and sharing data.

 Regulatory: Providing clear guidance to support commerce, transportation, employment rules,

workplace safety, public safety (e.g., ensuring clean water, safe medicines); enabling reporting of

grievances (e.g., consumer protection).

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Services, as described above, are a more well-defined unit of observation for customer experience

management than a Federal program

. In many sectors, the service, even more so than the offering,

determines the customer's satisfaction and the reputation of the organization or brand. Other factors affect

customers' total experience - the environment, prior interactions, etc. - but the service is the most critical

part controlled by the entity. Today, citizens are dissatisfied with government services when compared

against the private sector, which has leveraged technology, process re-design, self-service, empowered front

lines, and other tactics to raise expectations.

All Federal agencies should have knowledge of the services they provide (e.g., SNAP recertification, land

border checkpoints, business tax filing) and should also be able to articulate:

 Occasion: A customer situation, (“the why”) an individual is interacting with your agency and the

problem they are trying to solve through your service and offering. Can be written as a story

describing their intent (access financing to procure new farm equipment) or a life event (addressing

food insecurity). Agencies should be able to understand the scale of the demand or impact of the

problem and characteristics of the person navigating the service.

 Offering: A customer objective (“the thing”) they are trying to get or accomplish, “the noun.” The

“product”, good, or value received / task completed (e.g., passport, flu shot, loan, tax payment,

timely entrance into the United States through a border checkpoint).

 Channels: The mechanisms (“the places”) by which the public accesses public services (e.g., in-

person at a service center (a USDA county office), in-person at another point of service (buying

stamps at a pharmacy), digital (checking a loan balance on a smart phone or web page), or over the

phone (calling a call center to complete an application over the phone).

 Roles: Tasks to perform (“the pE.O.ple”) within the delivery chain in order to deliver the services

and who does do them (e.g., concierge, county office employee, auditor, chat bot).

 Tools: Foundational building blocks (“the tech”) for delivering services (e.g., identity verification,

mobile-responsive website, notification platform).

For more detail on a Federal service delivery model, visit www.performance.gov/cx

280.5 How should agencies identify services?

In accordance with the 21st Century Integrated Digital Experience Act (P.L. 115-336), all Executive

agencies (5 U.S.C. 105) are required to establish processes that identify all the services that they maintain.

At a minimum, this list must include the name of the service, a brief description of the service, the name of

the responsible organizational unit that manages the service, and the channels in which this service is

provided. If a service is not provided via a digital channel then the agency must also include a brief

description as to why the service is not available in a digital channel and potential ways this service could

be provided in a digital channel.

280.6 What are agency responsibilities to deliver services and make them physically available

through multiple channels?

Service delivery through multiple channels increases access and participation, ensuring that Government

services are available to all - including those who need them the most, such as socially disadvantaged or

socially excluded groups. Agencies are encouraged to develop and leverage multichannel approaches, to

the greatest extent feasible, to ensure the equitable and effective delivery of services.

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Agencies must continue to maintain traditional channels and accessible methods of completing services to

ensure those individuals without sufficient access to information technology are not deprived of or impeded

in their ability to successfully utilize those services.

280.7 What are agencies' responsibilities toward digital service delivery?

Agencies should ensure, to the greatest extent practicable, that all services are made available through a

digital channel using customer experience industry leading practices and human-centered design. Executive

agencies should review all Federal Government services on a regular basis to identify opportunities for

digital service delivery. Examples of digital service channels include mobile responsive websites and public

access kiosks. Examples of traditional services channels include in-person or face-to-face, telephone, and

postal mail.

In general, and consistent with the requirements in OMB Memoranda M-10-22, Guidance for Online Use

of Web Measurement and Customization Technologies and M-17-06, Policies for Federal Agency Public

Websites and Digital Services, agencies should use the following leading practices for applying customer

telemetry in digital service delivery:

 In designing telemetry for an application or website, agencies should work backward from

customer insights and strategic questions. Agencies should define specific actions they plan to

take to improve customer experience based on insights derived from telemetry.

 Telemetry should capture data from key customer actions, such as button clicks, page views, and

transactions.

 Attach timestamps to telemetry data points to trace a user's journey through time as well as

analyze macro-level shifts in user behavior over longer time periods.

 Collect telemetry data on a continuous basis to observe longitudinal trends.

 Telemetry data should be collected in a structured and machine-readable format to facilitate

quantitative aggregation (e.g., sum, median, mean, minimum, maximum) of customer behavior

data for analytics and monitoring.

 Agencies are encouraged to implement continuous monitoring and dashboards to proactively

visualize when there has been a significant change or regression in customer experience (e.g., if

page views or volume of key transactions has suddenly dropped). Implementing alarms to send

alerts when critical metrics have regressed allows for immediate corrective action.

 As new user flows are added, telemetry should be implemented at the launch of the new feature to

ensure comprehensive monitoring of customer digital experience. Changes to continuous

monitoring and dashboards should reflect any user flows that are optimized, deprecated, or

replaced.

Customer experience transactional data generates perceptions of trust, confidence, and satisfaction with

government services (see section 280.10). The collection and use of telemetry data may be used to augment

point-in-time CX data and may also be instrumental for evaluating an agency's changes to digital services

that enhance customer interactions and experiences.

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280.8 What is the purpose of implementing this guidance?

Implementing the guidance specified in this section will establish a more consistent, comprehensive, robust,

and deliberate approach to CX across Government.

The purpose of this guidance is to:

 Increase agencies' understanding of customers' needs and measure continuous improvement of

Federal Government services to better meet customers' priorities;

 Establish a CX-mindful culture across Federal Government services;

 Improve customer satisfaction with, and trust in, Federal Government;

 Provide structure and consistency around how agencies/programs approach CX;

 Promote accountability and governance mechanisms to improve service design, quality and service;

 Ensure high-impact programs are making progress in growing CX program maturity, service

definition, and applying leading practices

;

 Ensure high-impact programs are receiving and acting upon customer feedback to drive

performance improvement and service recovery;

 Allow for government-wide comparative assessment of customer satisfaction;

 Ensure transparency through informed consent and public reporting; and,

 Encourage the application of human-centered design as foundational to achieving customer

experience outcomes.

280.9 How should agencies manage customer experience?

At multiple levels of government organizations (departmental enterprise, bureau, program office, service

center), elements of core CX functions should be present

. These include:

 Measurement: Defining and instituting CX outcome measures, as well as service operational

measures, to ensure accountability for improving service delivery and communicating performance

across the organization and to the public, routinely analyzing and making use of this data;

 Governance and Strategy: Institutionalizing CX by identifying executives and leaders responsible,

organizing supporting resources, defining the processes by which strategic decisions incorporate

customer perspective, and aligning CX strategy and activities with business decisions, initiatives

and investments within the agency's broader mission and strategic priorities;

For examples of leading practices and industry frameworks for managing customer experience, please review the annual CX

Capacity Assessment template provided on performance.gov/cx.

For a practitioner's guide on implementing CX core functions and capabilities, see the Customer Experience (CX) Cookbook,

https://www.performance.gov/cx/assets/files/va-customer-experience-cookbook.pdf.

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 Culture and Organization: Acquiring and developing the talent required to incorporate and improve

CX within agency activities, and empowering all employees to adopt a CX mindset through

training, performance measurement, and rewards;

 Customer Understanding: Identifying the main occasions that result in the public making use of or

interacting with Federal services and conducting qualitative and quantitative research across

organizational silos to map intra-agency customer journeys, as well as cross-agency journeys where

applicable, to build and continually refine a knowledge base of the agency's customer segments and

needs, integrating disparate customer interaction and administrative data; and,

 Service Design and Improvement: Adopting a customer-focused approach to the implementation

of services, involving and engaging customers in iterative development, leveraging digital

technologies and leading practices to deliver more efficient and effective interactions, and sharing

lessons learned across government.

Each fiscal year, Executive branch agencies should reflect on their maturity and capacity to perform these

functions. Further, agencies and programs should develop an understanding of the types of and explicit

definition of the services they offer (as defined in sections 280.4 and 280.5).

280.10 How should customer experience measures be surveyed and collected?

To assist in developing comparable, government-wide scores that enable cross-agency benchmarking

(when relevant), identify those improvements and service elements that most effectively improve trust for

different service types, and reduce burden on the public, programs providing services to the public should

measure their touchpoint/transactional performance. To do so, collect feedback:

1. On the services of highest-impact using customer volume, annual program cost, and/or knowledge

of customer priority (importance of the service on individual lives) as weighting factors. Reference

Federal Services Definition in 280.4.

2. In as a real-time manner as possible: immediately following or within 48 hours of completion or

exiting the service interaction.

3. Longitudinally as appropriate, consistent with the below guidance to capture the customer's journey

and its relationship to customer feedback.

4. In as few questions as possible leveraging what we know drives experience (see experience drivers

in chart below) in the design of the survey.

5. Utilizing anonymized customer telemetry where possible to automatically derive behavioral

insights which complement point-in-time transactional data.

Transactional customer feedback surveys must include:

 A required overall trust score of the entity in response to a Likert-scale question (preferred 5 point).

o Agencies should use one of the statements below as a sentence base and make only minor

edits. Any requested modification to the wording of these statements or use of iconography

(such as thumbs-up or stars) must first be discussed with OMB prior to implementation in

order to maintain reporting comparability government-wide.

 This interaction increased my trust in [Program/Service name].

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 I trust [Agency/Program/Service name] to fulfill our country's commitment to

[relevant population].

 A required overall score of the transaction (satisfaction) in response to a Likert-scale question

(preferred 5 point);

o Agencies should use one of the statements below as a sentence base and make only minor

edits, using a 5-point Likert scale. Any requested modification to the wording of these

statements must first be discussed with OMB prior to implementation in order to

maintain reporting comparability government-wide.

 Please rate your experience [5-star option].

 I am satisfied with the service I received from [program/service name].

 A required set of choices or questions to assess relationships between the overall score and

experience drivers relevant to the service (see chart below).

 “Tapping” of drivers that contributed to overall score under a trust or satisfaction

rating (e.g., after a customer rates a service transaction, displaying series of options

of service elements that contributed to the scoring)

 A multiple-choice question asking a question such as “How can we improve?” Or

“What contributed to your rating?” (the time it took, the employee, the quality,

etc.) and enables the selection of individual drivers.

 Individual questions for each driver on a 5-point Likert scale (strongly agree) to

(strongly disagree) using statements in table below. Each Driver Sub-Category

lists alternative statements that can be used, but not all statements under each

Driver Sub-Category must be used.

 One or at maximum two questions allowing but not requiring free response (unless format, such as

an IVR-based survey, does not enable).

 If applicable and absolutely necessary, as few additional questions as possible that enable the

agency to make use of the data, such as a question regarding the purpose of a visit or call, for a total

survey length of no more than 15 questions and five minutes of burden.

 High Impact Service Providers who are using the survey results as part of their quarterly reporting

for designated services to performance.gov/cx must have a measure of trust, of satisfaction, and

responses relating to each of the drivers outlined above (as applicable).

Baseline statements for each driver are provided, and agencies may adjust the wording as necessary for

mission and circumstance-specific customization based on the type of service (see section 280.4) or

transaction type (for example, it may not involve an interaction with an employee). It is important that

whenever possible, agencies ask the fewest number of questions, and map each question to one of the

categories below, so that we might identify at a government-wide level those elements that are most

impactful on satisfaction and trust within different types of Federal services.

Customer Experience Drivers

Driver Sub-Categories

Service Quality

Service Effectiveness / Perception of Value

My need was addressed / My issue was resolved. /

I found what I needed. / My question was answered.

Process

Ease / Simplicity

It was easy to complete what I needed to do. /

It was easy to find what I needed.

Efficiency / Speed

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It took a reasonable amount of time to do what I needed to do. / I

found what I needed on the site quickly.

Equity / Transparency

I was treated fairly / I understand what was being asked of me

throughout the process.

PE.O.ple

(If applicable for a transaction)

Employee Interaction / Warmth / Helpfulness / Competence

Employees I interacted with were helpful. / The Call Center

Representative was committed to solving my problem.

Note: These domains are in alignment with leading practices from both the private and public sectors,

including Fortune 500 companies, market research institutions, and international organizations.

In general, agencies should follow these leading practices for feedback surveys:

 For applicable services, customer feedback should be obtained as close to the time of the transaction

as is possible. For example:

o A link in the footer or navigation bar on a website A prompt at the end of the service

engagement

o An email or other message sent soon after the engagement

o A kiosk near the exit of a room or building were a service took place

 Make data available to program managers as frequently as practical (e.g., daily, weekly, monthly),

with capabilities to analyze and take action.

 To the extent possible, feedback collection mechanisms should be brief, thereby imposing minimal

burden on customers and sampling techniques may be used on high-volume transactions to reduce

burden, when appropriate.

 Administer surveys applying practices for optimizing response rate, for example, presenting only

a single-screen (even on a mobile device) version of the survey.

 Agencies should have an overarching measurement and collection plan that captures timing for

transaction, journey and relationship customer feedback, taking stock of all data collection efforts

and minimizing survey fatigue. Based on this strategy, OMB is open to conversations regarding

how and when trust measures are collected. Definitions of these three points in time:

o Transaction (immediately following or within 48 hours): Measuring the customer

perspective after a single, stand-alone interaction such as after viewing a website to find a

piece of information, purchasing a park pass, or speaking with a contact center employee.

o Journey: Measuring the customer perspective after a series of interactions, completion of a

multi-stage process such as applying for and receiving/managing Federal student aid, filing

taxes, or a specific period of somE.O.ne's life such as transitioning from military active

duty.

o Relationship: Measuring the customer perspective reflecting on the lifetime of their

engagement and series of transactions and journeys with a service providing agency.

 Agencies are encouraged but not required to also solicit relationship-level customer feedback

reflecting on customers' overall lifetime of interactions across agency services and perception of

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the agency as a whole. In this case, measuring the customer perspective reflecting on the lifetime

of their engagement and series of transactions and journeys with a service providing agency.

 Data should be coded so that it can be sorted for action by organizational units, such as office

location.

 Relevant service level indicators (e.g., wait times) and telemetry data (e.g., leveraging the Digital

Analytics Program (DAP)) appropriate to each service should also be collected and measured.

 CX data collected, including quantitative customer feedback data on satisfaction, trust, drivers of

experience and service level metrics, can be made publicly available only on performance.gov/CX

and included in the Annual Agency Performance Report (see section 280.11). Note agencies

seeking to create an agency-specific CX reporting website (i.e., agency.gov/cx) highlighting their

CX efforts should contact OMB so that reporting duplication and overlap can be minimized.

As overall CX program maturity and capacity increases across the Federal Government, OMB may provide

guidance for additional types and levels of measurement.

280.11 How do these efforts relate to the Paperwork Reduction Act (PRA), reducing burden,

improving access, and engaging customers?

Agencies are to submit the feedback surveys described in section 280.10 for approval under the Paperwork

Reduction Act using the OMB Circular A-11 Section 280 Umbrella Clearance that can be established at the

department level using the templates provided on the

Customer Experience Collections MAX Page.

Individual collection requests under this clearance will be reviewed by OMB's CX/PRA Desk Officer in an

effort to further streamline the review of these types of collections. These umbrella clearances also provide

a framework for conducting qualitative customer research and user testing, both of which seek to involve

the individuals and organizations that agencies serve in the actual design and improvement of those

services.

Consideration of burden on those individuals and groups most affected by information collections related

to accessing and maintaining eligibility for public benefits programs also supports agency implementation

of Executive Order 14058 and Executive Order 13985

on Advancing Racial Equity and Support for

Underserved Communities Through the Federal Government of January 20, 2021. OMB has issued

extensive guidance to agencies over the years to clarify and streamline the application of the PRA. Most

recently,

OMB Memorandum M-22-10, Improving Access to Public Benefits Programs Through the

Paperwork Reduction Act, provides guidance to help agencies identify and reduce burdens related to

applying for and maintaining eligibility for public benefits programs, with a particular focus on members

of underserved and marginalized communities. Additional guidance is available at the Federal Collection

of Information

website.

280. 12 How should customer experience be reflected in the agency's Annual Performance Plan?

Agency Annual Performance Plans should include indicators for outcomes related to customer experience

and relevant service levels. This should include customer feedback data collected as described above in

section 280.10, as well as service level indicators (e.g., wait times, website utilization data) appropriate to

their program. More information on integrating this information into the Annual Performance Plan is

included in section 210.

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280.13 What programs have been identified as High-Impact Service Provider (HISPs)?

As defined in Executive Order 14058, High-Impact Service Providers are those Federal entities designated

by OMB that provide or fund high-impact customer-facing services, either due to a large customer base or

a high impact on those served by the program. The list of HISPs is reviewed and updated periodically by

OMB. The current list of HISPs is available at Performance.gov/HISPs.

The senior accountable official for the High Impact Service Provider (or appropriate senior official) shall

coordinate the selection of Designated Services, completion of an annual CX Capacity Assessment and

Customer Experience and Service Delivery Action Plan (“Action Plan”) for the enterprise. In addition to

relevant program and field office staff, this exercise should serve as an intra-agency convening mechanism

around the customers served and involve cross-cutting representation from mission support functions within

the agency, including the Chief Information Officer, Chief Human Capital Officer, Chief Financial Officer,

Performance Improvement Officer, Evaluation Officer, and Chief Data Officer. HISPs will work with OMB

to identify at least two (2) high impact services selected from their agency's public services inventory

required by the 21st Century Integrated Digital Experience Act for which they will complete quarterly

reporting and develop improvements for in their Action Plan. An annual HISP CX Capacity Assessment

and Action Plan template will be provided annually on the CX MAX Community page

Additionally, OMB will manage the selection of a limited number of customer life experiences to prioritize

for Government-wide action to improve customer experience. These designated life experiences are those

that require members of the public to navigate a service or services across the boundaries of multiple Federal

programs, agencies, or levels of government. OMB will provide leadership, White House policy

consultation and reporting in accordance with E.O. 14058, a governance structure, and support to agencies

through the President's Management Council. The charters for these designated life experiences will be

made publicly available at Performance.gov/cx/projects

280.14 What additional steps should HISPs take to manage customer experience?

Given the significance of the services they provide and the requirements in Executive Order 14058, HISPs

must:

 In collaboration with OMB, designate at least two (2) services, in alignment with the requirements

of the 21st Century Integrated Digital Experience Act, for focused assessment and the activities of

this guidance (by December 31

);

 Collect customer feedback in accordance with section 280.10 for identified moments that matter

along designated service journeys (e.g., no longer sufficient to only report general call center

satisfaction measures without the context of a service journey);

 Submit this feedback data to OMB at a minimum quarterly, until feedback data is provided directly

to Performance.gov through an open application programming interface (API) (once developed);

 Conduct an annual CX Capacity Assessment (submitted to OMB by February 24

) and brief OMB

on the resulting findings at an annual deep dive (completed by March 31

);

 Develop an Action Plan (submitted to OMB by May 31

) annually for each designated HISP

enterprise, with a focus on improvement actions for designated services; and,

SECTION 280—MANAGING CUSTOMER EXPERIENCE AND IMPROVING SERVICE DELIVERY

Page 12 of Section 280 OMB Circular No. A-11 (2022)

 As directed in E.O. 14058, embed more customer-focused practices into their service design and

delivery such as conducting service assessments, customer research through qualitative and

quantitative research and journey mapping, approaching more holistic calculations of burden

(learning, compliance, and psychological costs, in accordance with OMB Memorandum M-22-10

)

for their service transactions and full journeys, and continually user-test program elements with

customers to refine and improve.

280.15 What shall the feedback data submitted to OMB include?

A data reporting template will be provided on the CX MAX Community page

. The template includes

instructions, a section for reporting on the overall customer experience measures above, as well as values

across each of the customer experience driver measures, a placeholder for program-specific service-level

indicators as appropriate, and space to summarize recent accomplishments.

280.16 When is feedback data due?

HISP designated services will provide feedback data to OMB each quarter until data is reported directly

through an API to Performance.gov. Agencies (many of which are collecting data in real-time) should

submit their data as soon as they are able following the last day of the quarter. Submittals will be due the

last business day of the month following the last day of the quarter. For FY 2022, these due dates are

January 28

, April 29

, July 29

, and October 28

. See section 200. Feedback data will be made available

publicly on performance.gov.

Newly designated HISPs without the current capacity to collect data using the government-wide measures

must identify a target date for reporting of these metrics not to exceed FY 2023, Quarter 1.

280.17 What shall HISP CX Capacity Assessments and Action Plans include?

The content of CX Capacity Assessments shall address the core CX functions at the HISP enterprise-level

outlined in section 280.9 and include these primary components:

 Organization/Accountability: Describing how the HISP's CX resources are organized, the

leadership responsible for CX, and what measures are in place to ensure program accountability

for CX performance improvement and service delivery;

 CX Program Maturity: Providing the results of an annual capacity assessment of the CX program

maturity using the maturity model noted above and describing initiatives underway or planned to

improve CX program maturity;

 CX Data Collection and Metrics: Describing the types of data collected to support CX assessment,

the methods for obtaining feedback, including human centered design, and the methods used to

report the data internally and publicly; and

 CX and Service Delivery Improvement: Describing the initiatives underway or planned to improve

the program's service delivery, including whether human centered design is used. This should

include how the agency is integrating CX activities with the 21

Century Integrated Digital

Experience Act (IDEA) initiatives underway. When rationalizing, modernizing, or digitizing

websites, forms, and services under IDEA, agencies should use HISPs as a means for prioritization.

The CX Action Plan and annual IDEA report to Congress should also be in alignment.

SECTION 280—MANAGING CUSTOMER EXPERIENCE AND IMPROVING SERVICE DELIVERY

OMB Circular No. A-11 (2022) Page 13 of Section 280

The content of the Action Plans shall address specific improvements that the HISP commits to making in

the following budget year, addressing pain points identified through service assessments, customer

feedback, human-centered design research, and other evidence generation activities. Action Plans will be

made publicly available on performance.gov.

Templates for the CX Capacity Assessment and Action Plan are provided annually on the

CX MAX

Community page.