Federal CX Leaders Chart the Future of Government Service Delivery

Federal agencies are at a pivotal moment in the evolution of customer experience (CX). During a recent panel discussion, a group of federal CX and service delivery leaders explored the current state, and future direction, of government services, highlighting the importance of small, empowered teams, measurable value, and emerging technologies like artificial intelligence (AI).

Moderated by Martha, the conversation brought together five experts with deep experience across customer experience, employee experience, design, and technology implementation in government and industry. Panelists included MaryAnn Monroe of Maximus, Airis McCottry Gill of Deloitte, Crystal Philcox of Philcox Consulting, and Lee Becker of Medallia. Together, they unpacked the policies, practices, and cultural shifts shaping how federal agencies deliver services to the public.

The State of Federal CX: Progress, Fragility, and Momentum

Lee Becker described today’s federal CX landscape as “codified, fragile, and accelerating.” Laws, executive orders, and policy guidance increasingly align around customer-centric service delivery, yet agencies face real challenges—staffing constraints, capacity gaps, and the need to do more with fewer resources.

Despite these pressures, Crystal Philcox emphasized that CX has remained a priority across administrations. She pointed to long-standing legislative foundations like the Government Performance and Results Act of 1993 and the continued momentum behind the Customer Experience Executive Order as evidence that CX is embedded in how the government operates and not a passing trend.

Panelists agreed that one of the most effective drivers of progress has been the rise of small, “mighty” CX teams. These teams have acted as catalysts for change, helping agencies move faster, test ideas, and demonstrate value even in complex environments.

Making the Business Case for CX

A recurring theme throughout the discussion was the need to clearly quantify the value of customer and workforce experience. As agencies face increased scrutiny around efficiency and outcomes, CX leaders must be able to connect their work to mission performance.

Airis McCottry Gill noted that CX is increasingly being “repackaged” to highlight its business justification by showing how better experiences reduce costs, improve compliance, and strengthen trust. Martha reinforced that CX should not sit in a silo but instead be infused across all organizational functions, from policy and operations to IT and communications.

MaryAnn Monroe added that tying CX outcomes to measurable results helps agency leaders secure buy-in and funding, particularly when CFOs and senior executives are involved early in the conversation.

Governance and the Government Services Delivery Improvement Act

The panel devoted significant attention to the Government Services Delivery Improvement Act, which establishes a clearer governance structure for service delivery across the federal government. Under the Act, deputy or assistant secretaries are designated as accountable leaders for service delivery, with the federal CIO serving as the service delivery lead.

Lee Becker stressed the importance of integrated governance, bringing together design, CX, digital, data, and AI initiatives under a shared framework. Without coordination, agencies risk duplicating efforts or building disconnected solutions.

Crystal Philcox highlighted the value of pairing experienced CX and design professionals with program leaders, while Airis McCottry Gill emphasized that governance creates transparency and accountability, and makes it easier to share best practices across agencies.

Digital-First, Human-Centered Service Delivery

The discussion also explored how legislation such as the 21st Century Integrated Digital Experience Act (21st Century IDEA) and related OMB guidance are shaping a more consistent, digital-first public experience. Crystal praised recent OMB memos for clearly defining what “good service” looks like and providing agencies with a practical roadmap for implementation.

Panelists cautioned, however, that digital transformation must address both front-end and back-end systems, and never lose sight of the human element. Employees remain skeptical about service delivery, and reskilling the workforce is essential as agencies modernize.

MaryAnn Monroe underscored the importance of “human-in-the-loop” approaches, where automation is paired with employee empathy and judgment, particularly for complex or sensitive interactions.

AI as an Enabler—Not the Goal

Artificial intelligence featured prominently in the conversation, with panelists sharing examples of conversational AI, chatbots, automated quality assurance, and AI-driven insights from customer feedback. While enthusiasm for AI was high, speakers emphasized the importance of thoughtful implementation.

Airis McCottry Gill highlighted the need to balance AI adoption with human oversight to maintain trust and quality. Martha shared examples of agencies conducting AI readiness assessments and providing employees with access to tools like ChatGPT to encourage experimentation and learning.

Lee Becker noted that government employees are uniquely positioned to use AI effectively because of their deep understanding of public missions. When used responsibly, AI can streamline workflows, prioritize tasks, and free employees to focus on higher-value work.

Designing Seamless, Omni-Channel Experiences

Another key focus was the need for seamless, context-aware omni-channel experiences. Fragmentation occurs when context doesn’t follow the customer across channels, forcing people to repeat information or navigate disconnected systems.

Panelists discussed federal efforts to reduce website duplication, improve data organization, and create more unified transaction platforms across agencies. Examples from the Department of Veterans Affairs highlighted the importance of involving mission staff early and taking an end-to-end view of the service delivery ecosystem.

Communication, Collaboration, and What Comes Next

Strong communication and change management emerged as essential components of successful service delivery. Panelists stressed the need to set clear expectations with the public, build trust in new digital capabilities, and collaborate closely with industry partners.

Looking ahead, the group emphasized leveraging successful design practices already in place across government, such as U.S. DOGE Service and VA innovation labs, and scaling them through cross-agency collaboration. The recent executive order on design and the appointment of a chief digital design officer were seen as opportunities to build on proven models rather than start from scratch.

Ultimately, the panel concluded that the future of federal service delivery depends on starting with the customer, grounding innovation in mission outcomes, and fostering strong partnerships between government and industry. With the right governance, technology, and storytelling, agencies can continue to improve experiences for both the public and the workforce—while delivering measurable value at scale.