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T H E F O R E S E E E X P E R I E N C E I N D E X : E - G O V
C O M M E N T A R Y A N D A N A LY S I S
Dave Lewan Vice President, ForeSee
With an introduction from Eric Keller, Partnership for Public Service
R E S E A R C H
Jon Cioffi Anna Salomonsson Karly Szczepkowski
Q 1 2 0 1 7 U P D A T E
© May 2017 ForeSee
TABLE OFCONTENTS
Executive Summary
Introduction
Websites
Mobile Sites and Apps
About the Index
3
4
8
19
23
The ForeSee Experience Index: E-Gov (formerly the ForeSee E-Government Satisfaction Index) is a quarterly
reflection of citizens’ experience with federal government websites. We publish a full report once a year in
February (download the 2016 report here) and quarterly updates in May, August, and November.
F O R E S E E E X P E R I E N C E I N D E X : E - G O V E R N M E N T Q 1 2 0 1 7
2 E X E C U T I V E S U M M A R Y »
Executive Summary: Digital CX Rises Under Trump
C X S T A N D O U T SW E B & M O B I L E C X R I S E I N Q 1
WEB
MOBILE SITES AND APPS
918989
SSA – RETIREMENT ESTIMATOR
EXTRA HELP WITH MEDICARE PRESCRIPTION DRUG PLAN COSTS
SSA – ICLAIM75.8up 0.5 points
from 75.3 in Q4 2016
79.4up 1.6 points from 77.8 in Q4 2016
F X I : T H E G O L D S T A N D A R D
The FXI: E-Gov is the gold standard of citizens’ experience with the federal government, including:
• More than 10 million citizen surveys since 2002
• More than 200,000 citizen surveys in the first quarter alone
• Nearly 1 million surveys in 2016 overall
Citizen satisfaction is up across the board—for desktop web, mobile sites, and mobile apps. The slight rise, while not statistically significant, is evidence that citizen experience with e-gov has not been negatively affected by political squabbles.
F O R E S E E E X P E R I E N C E I N D E X : E - G O V E R N M E N T Q 1 2 0 1 7
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L E A R N M O R E »
L E A R N M O R E »
« T A B L E O F C O N T E N T S
W hen it comes to transforming the federal government to be
more customer-centered, the tone needs to be set from the
top all the way down. At the Partnership for Public Service,
a non-profit, non-partisan organization that strives for a more effective
government for the American people, our research shows dramatic
improvements are possible when senior agency leaders make customer
experience a top priority, remove roadblocks that prevent excellent
services, and hold staff accountable.
Why should executives in government, where ‘customers’ often cannot
go elsewhere for services, prioritize customer experience improvements?
Because the benefits go well beyond happy citizens. For example,
providing citizens with easy-to-use self-service options can increase
efficiency and lower the cost of providing services for agencies.
Recognizing these benefits, the Trump administration is making the
delivery of better services to citizens a priority. The administration issued
a presidential memorandum in April that calls for agencies to rethink
their structures and approaches in ways that will deliver public services
more efficiently and effectively. As new leaders begin to take the wheel
in many federal agencies, they can steer their organizations toward
providing services that better meet the needs of the American people.
Eric Keller is a senior program manager for research at the Partnership for
Public Service, a non-profit, non-partisan organization that strives for a more
effective government for the American people.
Introduction: Why Senior Leaders Should Focus on CXBY ERIC KELLER , PARTNERSHIP FOR PUBLIC SERVICE
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W hen the Trump administration released its proposed budget
a month ago, analysts discerned an overarching theme:
efficiency and cost cutting.
For his first 100 days, President Trump showed an aversion to data.
But on May 1, he signed an executive order creating the American
Technology Council (ATC), a group trying to "transfer and modernize"
the U.S. government's information technology systems. The order reads,
“Americans deserve better digital services from their government.”
We couldn’t agree more, though our data shows that the government is
already doing a fine job. We just need to make sure it continues.
The good news is that these two concepts—budget slashing and
modernizing technology—are compatible ideas. Providing better digital
services to citizens can actually help achieve many of the cost efficiencies
President Trump hopes for without having to reduce government
services. However, in order for better technologies and digital services
to meet the needs of citizens and cut costs, measurement, data, and
analysis are imperative.
The Trump administration may actually be off to a good start:
satisfaction with federal government websites (up half a point) and
mobile site and apps (up 1.6 points) has increased since President Trump
took office. Moreover, CX with the federal government rivals that of the
private sector, an astonishing accomplishment given the constrained
resources and red tape involved with managing a federal site.
This modest increase in citizen satisfaction over the last quarter is
great news. The transition to the new administration has been rocky,
with widespread reports of understaffing, a bare-bones federal budget
proposal, and regular stories of federal websites changing on a whim,
and for political reasons. Yet despite these challenges, citizens’
experience with federal websites has actually improved, showing that
digital experience is based in something more fundamental than news
headlines or even changing administrations.
Citizen Experience: Off to a Good Start Under TrumpEFFECTIVE DIGITAL EXPERIENCES CAN HELP THE ADMINISTRATION ACHIEVE ITS COST-CUTTING GOALS
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Providing excellent citizen experiences is
important. Data in this report shows that when
citizens interact with an excellent federal
website, they are 87% more likely to use the
website as a primary resource, 101% more
likely to recommend the website, 51% more
likely to return, and 58% more likely to trust
in the government. It works in mobile, too—
when citizens have a great mobile experience,
they are 126% more likely to recommend the
mobile website or app.
These outcomes result directly in bottom-
line cost savings, indicating the new
administration should place a high priority on
improving citizen experience. The government
can achieve significantly greater efficiency just
by making digital experiences more appealing
and useful than costlier channels.
Measuring citizens’ experience with federal
agencies spans four presidents (Clinton, Bush,
Obama, and Trump), six presidential terms,
and leadership from both Republicans and
Democrats. In the last two decades, measuring
digital experiences has moved to the forefront
as a time-tested performance metric for
delivering on two of the federal government's
biggest goals:
» Democracy, transparency, and trust:
Listening to the voices of citizens and letting
those voices direct efforts as a core principle
in the democratic process.
» Fiscal responsibility: Creating digital
channels that are useful, trustworthy, and
appealing to citizens to encourage them
to use the web as their primary means of
interaction, as opposed to costlier channels
such as call centers, mail, and brick-and-
mortar customer service centers. Good
websites and mobile experiences help the
federal government do more with less.
Ideally, government departments would be
structured in ways that are mission driven
and forward looking. Greater efficiency could
then be achieved through emphasizing self-
service and online channels that increase
transparency and save taxpayer dollars. While
theoretically difficult to achieve, hundreds
of agencies are making real progress, and
receiving bipartisan support.
Digital experience is based in something more fundamental than news headlines or even changing administrations.
F O R E S E E E X P E R I E N C E I N D E X : E - G O V E R N M E N T Q 1 2 0 1 7
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There is simply no more effective way to
build efficiency into government than to collect
and act on real-time citizen experience data.
Unlike other measures that are selective and
subject to the winds of politics, data-driven
efficiencies are not influenced by lobbyists or
promises made when running
for office.
Government agencies are not the only
organizations to see the value and efficiency
in providing good experiences. Hundreds
of the largest private-sector companies are
making a tremendous investment in customer
experience. CX makes digital channels more
efficient and effective, and ForeSee has been at
the forefront of CX measurement in the public
and private sectors for nearly two decades.
We must ensure that as administrations and
political priorities change, e-gov remains
apolitical. Decisions to change the functionality
or content for websites and apps should
be driven by the needs and expectations of
citizens, not political directives. My message to
the Trump administration is this: if you want
bankable, measurable, even braggable savings,
pay attention to and act on citizen data, and
instruct your agencies and departments to do
the same.
We must ensure that as administrations and political priorities change, e-gov remains apolitical.
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WEB UPDATEF O R E S E E E X P E R I E N C E I N D E X E - G O V E R N M E N T Q 1 2 0 1 7
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Web CX Rises M O S T I M P R O V E D
C I T I Z E N S W A N T T O B E H E A R DThe number of citizens taking ForeSee surveys on federal government web and mobile sites has increased:
+12% IN WEB (FROM 188K SURVEYS TO 210K* SURVEYS)
+21% IN MOBILE (FROM 70K TO 85K)
*This does not include the IRS, which has a natural increase during tax season.
+7
+6
+6
+7
+7
+7
79NOAA SATELLITE AND INFORMATION SERVICE
70FEDERAL RAILROAD ADMINISTRATION
75.8 OVERALL WEB (up 0.5 points from 75.3 in Q4 2016)
81.6 E-COMMERCE AND TRANSACTIONAL (down 0.3 points from 81.9 in Q4 2016)
74.8 NEWS AND INFORMATION (up 0.3 from 74.5 in Q4 2016)
73.6 PORTALS AND MAIN DEPARTMENTS (up 1.4 points from 72.2 in Q4 2016)
81.4 CAREER AND RECRUITMENT (up 1.3 points from 80.1 in Q4 2016)
69IRS
81NATIONAL GEODETIC SURVEY
76EPA
W H Y C X M A T T E R SCitizens who have a great experience are:
87%
more likely to use the website as a primary resource instead of a
costlier channel
58%
more likely to trust in the government
overall
more likely to recommend the website to a friend or
family member
101%
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75.8
Federal Web CX Over TimeCX BY QUARTER: 2007 –2017
Q1 2007
Q1 2008
Q1 2009
Q1 2010
Q1 2011
Q1 2012
Q1 2013
Q1 2014
Q1 2015
Q1 2016
Q1 2017
73.4
CX
SC
OR
E (
100
-PO
INT
SC
ALE
)
QUARTER AND YEAR
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DEPARTMENT/AGENCY WEBSITE FXI SCORE
AVERAGE WEB CX 75.8
SSA SSA Retirement Estimator—ssa.gov/estimator 91
SSA Extra Help with Medicare Prescription Drug Plan Costs—socialsecurity.gov/i1020 89
SSA SSA iClaim—socialsecurity.gov/applyonline 89
TREASURY Electronic Federal Tax Payment System—eftps.com 88
HHS MedlinePlus en español—medlineplus.gov/esp 88
SSA SSA - my Social Security—ssa.gov/myaccount 88
OPM Office of Personnel Management: Onboarding Manager—onboarding.usastaffing.gov 87
HHS MedlinePlus—medlineplus.gov 86
SSA Social Security Business Services Online—ssa.gov/bso 86
HHS AIDSinfo—aidsinfo.nih.gov 85
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FXI : E-GOVERNMENT Q1 2017
Formerly satisfaction scores, the methodology used to calculate FXI scores is the same, making them comparable to all past scores. All CX scores are
on ForeSee's 100-point scale. Websites scoring 80 or higher are generally considered excellent, while websites scoring 69 or lower are not adequately
meeting citizen needs and expectations.
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DEPARTMENT/AGENCY WEBSITE FXI SCORE
DHS U.S. Citizenship and Immigration Services Resource Center—uscis.gov/portal/site/uscis/citizenship 85
COMMISSION American Battle Monuments Commission—abmc.gov 84
OPM Office of Personnel Management—applicationmanager.gov 84
DOD U.S. Navy—navy.mil 84
HHS National Library of Medicine Genetics Home Reference website—ghr.nlm.nih.gov 84
DHS U.S. Citizenship and Immigration Services Español—uscis.gov/portal/site/uscis-es 84
OPM Office of Personnel Management: Retirement Services—servicesonline.opm.gov 84
CIA Central Intelligence Agency Careers—cia.gov/careers 83
NASA NASA main website—nasa.gov 83
HHS National Institute of Diabetes and Digestive and Kidney Diseases—niddk.nih.gov 83
HHS Centers for Disease Control and Prevention—cdc.gov 82
DOD U.S. Air Force—af.mil 82
SEC U.S. Securities and Exchange Commission—investor.gov 82
DHS U.S. Citizenship and Immigration Services—uscis.gov/casestatus/landing.do 82
FTC FTC Complaint Assistant website—ftccomplaintassistant.gov 81
DOC National Geodetic Survey, National Oceanic and Atmospheric Administration—ngs.noaa.gov 81
Q 1 2 0 1 7 E - G O V E R N M E N T S A T I S F A C T I O N I N D E X ( C O N T I N U E D F R O M PA G E 1 1 )
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DEPARTMENT/AGENCY WEBSITE FXI SCORE
HHS Substance Abuse and Mental Health Services Administration Publications Ordering—store.samhsa.gov 81
DOC NOAA National Weather Service—weather.gov 81
HHS National Women's Health Information Center (NWHIC)—womenshealth.gov 81
HHS Agency for Healthcare Research and Quality—ahrq.gov 80
DOD Arlington National Cemetery—arlingtoncemetery.mil 80
DOD U.S. Marines—marines.mil 80
NRC U.S. Nuclear Regulatory Commission—nrc.gov 80
DOS Department of State - Bureau of Educational and Cultural Affairs—alumni.state.gov 79
DOJ Federal Bureau of Investigation—fbi.gov 79
DOC NOAA Satellite and Information Service—nesdis.noaa.gov 79
DOI National Park Service—nps.gov 79
SSA Social Security—socialsecurity.gov 79
SSA SSA iClaim - Disability—ssa.gov/applyfordisability 79
TREASURY U.S. Mint—usmint.gov 79
DOS U.S. Department of State Careers—careers.state.gov 78
GAO Government Accountability Office—gao.gov 78
Q 1 2 0 1 7 E - G O V E R N M E N T S A T I S F A C T I O N I N D E X ( C O N T I N U E D F R O M PA G E 1 2 )
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DEPARTMENT/AGENCY WEBSITE FXI SCORE
DOC NOAA Tides and Currents—tidesandcurrents.noaa.gov 78
SBA Small Business Administration—sba.gov 78
DHS U.S. Citizenship and Immigration Services—uscis.gov/e-verify 77
DOD U.S. Department of Defense—defense.gov 77
HHS InfoSida—infosida.nih.gov 77
HHS National Library of Medicine—nlm.nih.gov 77
SSA SSA iAppeals - Disability Appeal—ssa.gov/disabilityssi/appeal.html 77
DOS Bureau of Consular Affairs—travel.state.gov 77
DOC Bureau of Economic Analysis—bea.gov 76
EPA U.S. Environmental Protection Agency—epa.gov 76
FTC Federal Trade Commission—ftc.gov 76
HHS National Institute of Arthritis and Musculoskeletal and Skin Diseases—niams.nih.gov 76
NIST National Institute of Standards and Technology—nist.gov 76
VA VA - MyHealtheVet—myhealth.va.gov 76
HHS U.S. Food and Drug Administration-FDA Voice—blogs.fda.gov/FDAvoice 75
FDIC Federal Deposit Insurance Corporation—fdic.gov 75
Q 1 2 0 1 7 E - G O V E R N M E N T S A T I S F A C T I O N I N D E X ( C O N T I N U E D F R O M PA G E 1 3 )
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DEPARTMENT/AGENCY WEBSITE FXI SCORE
DOJ National Institute of Justice—nij.gov 75
DOL Bureau of Labor Statistics—bls.gov 74
DOT Federal Aviation Administration—faa.gov 74
TREASURY U.S. Department of the Treasury Office of Financial Stability—makinghomeaffordable.gov 74
DHS U.S. Citizenship and Immigration Services—uscis.gov/portal/site/uscis 74
PBGC MyPBA—egov.pbgc.gov/mypba 73
HHS ClinicalTrials.gov—clinicaltrials.gov 73
SEC U.S. Securities and Exchange Commission—sec.gov 73
OPM Recruitment website—usajobs.gov 73
ITC U.S. International Trade Commission—usitc.gov 73
HHS National Institute of Dental and Craniofacial Research—nidcr.nih.gov 72
USDA Recreation One-Stop—recreation.gov 72
USDA Economic Research Service—ers.usda.gov 71
TREASURY U.S. Department of the Treasury Office of Financial Stability—treasury.gov/initiatives/financial-stability 71
HHS Office for Civil Rights—hhs.gov/ocr 71
USDA Natural Resources Conservation Service—nrcs.usda.gov 71
Q 1 2 0 1 7 E - G O V E R N M E N T S A T I S F A C T I O N I N D E X ( C O N T I N U E D F R O M PA G E 1 4 )
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DEPARTMENT/AGENCY WEBSITE FXI SCORE
PBGC U.S. Pension Benefit Guaranty Corporation—pbgc.gov 71
HHS Substance Abuse and Mental Health Services Administration—samhsa.gov 71
DOT U.S. Department of Transportation—fhwa.dot.gov 70
DOT Federal Railroad Administration—fra.dot.gov 70
USDA Food Safety and Inspection Service—fsis.usda.gov 70
TREASURY U.S. Internal Revenue Service—irs.gov 69
FDIC Federal Deposit Insurance Corporation Applications—www2.fdic.gov 68
HHS Health Resources and Services Administration—hrsa.gov 68
DOC U.S. Patent and Trademark Office—uspto.gov 68
HHS U.S. Food and Drug Administration—fda.gov 67
GSA GSA Auctions—gsaauctions.gov 67
DOC U.S. Census Bureau—census.gov 67
NARA National Archives and Records Administration—archives.gov 65
TREASURY U.S. Alcohol and Tobacco Tax and Trade Bureau—ttb.gov 65
DOJ Bureau of Justice Statistics—bjs.gov 64
USDA U.S. Forest Service—fs.usda.gov 64
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DEPARTMENT/AGENCY WEBSITE FXI SCORE
TREASURY U.S. Department of the Treasury—treasury.gov 64
DOS U.S. Department of State—state.gov 63
HHS U.S. Health and Human Services E-Grant—grants.gov 63
DOD Center for Development of Security Excellence 62
DOT DOT Research and Innovative Technology Administration website—rita.dot.gov 59
DOD TRICARE—tricare.mil 58
DOI U.S. Geological Survey—usgs.gov 56
VA U.S. Department of Veterans Affairs—va.gov 56
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Drivers of the Web Experience TOP DRIVERS FOR IMPROVING WEB CX
Navigation 88% : the ease of finding pages, consistency of layout, and ease of narrowing choices
Search 63% : the relevance, organization and quality of search results available within the website
Functionality 62% : the usefulness, convenience, and variety of online features and tools available on the website
Look and Feel 49% : the visual appeal of the website and its consistency throughout the website
Online Transparency 43% : how thoroughly and immediately the website discloses information about the agency
Content 26% : the accuracy, quality and freshness of news, information and content on the website
Site Performance 25% : the speed, consistency, and reliability of loading pages on the website
Outcomes of a Great Web Experience CUSTOMERS WHO HAVE A GREAT WEB CX ARE
87% more likely to use the site as a primary resource instead of a costlier channel
101% more likely to recommend the site
51% more likely to return
58% more likely to trust in the government
WEB EXPERIENCE
75.8 F X I S C O R E
The FXI model below is based on the multi-patented methodology ForeSee has been using for nearly two decades with hundreds of government
websites and more than 100 million benchmarkable citizen experiences. On the left side are the drivers that show which improvements will drive a
higher FXI score. The right side quantifies the results of making those improvements.
How to Improve CX and Drive Desired Outcomes
Numbers represent the % of federal sites that register this driver as a first or second priority for improvement.
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MOBILE UPDATEF O R E S E E E X P E R I E N C E I N D E X E - G O V E R N M E N T Q 1 2 0 1 7
1 91 9« W E B A B O U T T H E F X I »
CX WITH MOBILE SITES AND APPS
With citizens increasingly using mobile
devices to access the government’s digital
channels, ForeSee initiated the Mobile Federal
Government Benchmark in Q4 2013, making
this our 14th consecutive report on federal
mobile satisfaction.
According to Pew, 77% of Americans now own
smartphones, more than double the 35% in 2011.
Accordingly, federal agencies, departments
and programs are quickly gaining mobile
sophistication. Mobile gov (mgov) comfortably
outperforms mobile retail (79.4 vs. 77).
However, as citizens’ expectations rise, so will
the need to improve further.
The following table shows the average
aggregate CX score for the government’s
mobile websites and apps for Q1 2017 versus
Q4 2016, as well as how the scores from this
relatively new index compares with scores
from the federal website index.
Q1 2017
Number of Sites Measured 21
Number of Responses Collected 269,000*
Average Mobile CX Score (out of 100) 79.4
Highest Mobile CX Score 88
Lowest Mobile CX Score 69
Number of Mobile Sites Achieving Excellent Rating (80 or higher) 11
Number of E-government sites rated Lowest Satisfaction (69 or lower) 2
M O B I L E S I T E S A N D A P P S
*The number of surveys ForeSee collected during the first quarter is higher than usual due to an increase in surveys filled out on two IRS mobile sites during tax season.
2 0
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« W E B A B O U T T H E I N D E X »
Federal Mobile CX Over TimeCX BY QUARTER: 2013 –2017
CX
SC
OR
E (
100
-PO
INT
SC
ALE
)
7977
Q42013
Q22014
Q1 2014
Q42014
Q32014
Q22015
Q1 2015
Q3 2015
Q42015
Q1 2016
Q22016
Q32016
Q4 2016
Q1 2017
QUARTER AND YEAR
2 1
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« W E B A B O U T T H E I N D E X »
Drivers of the Mobile Experience TOP DRIVERS FOR IMPROVING MOBILE CX
Site Information 71%degree to which information is thorough, understandable,
and answers questions
Navigation 52%the ease of finding pages, consistency of layout, and
ease of narrowing choices
Look & Feel 29% the visual appeal of the website and its consistency
throughout the website
Outcomes of a Great Mobile ExperienceCUSTOMERS WHO HAVE A GREAT MOBILE CX ARE
70% more likely to use the site or app as a primary resource
126% more likely to recommend the site or app
87% more likely to return to the site or app
MOBILE EXPERIENCE
79.4F X I S C O R E
The FXI model below is based on the multi-patented methodology ForeSee has been using for nearly two decades with hundreds of government
websites and more than 100 million benchmarkable citizen experiences. On the left side are the drivers that show which improvements will drive a
higher FXI score. The right side quantifies the results of making those improvements.
Improve Mobile CX and Drive Desired Outcomes
2 2
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Numbers represent the % of federal sites that register this driver as a first or second priority for improvement.« W E B A B O U T T H E I N D E X »
ABOUT THIS REPORT
The ForeSee Experience Index: E-Gov Q1 2017 Update (formerly called
the ForeSee E-Government Satisfaction Index) is a comprehensive
reflection of the citizen experience with federal government websites
and mobile experiences. It is a critical measure for evaluating the success
and performance of the federal government’s online initiatives. ForeSee
collected and measured more than 200,000 responses across the federal
government websites in this Index during Q1 2017. These high numbers
demonstrate citizens’ willingness to share their experiences to help
agencies and departments improve. The use of the ForeSee methodology
and technology then enables agency leaders to determine which website
and app improvements will have the greatest impact on usage and drive
desired organizational outcomes.
F O R E S E E E X P E R I E N C E I N D E X : E - G O V E R N M E N T Q 1 2 0 1 7
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ABOUT THE AUTHORS
Dave Lewan
Dave Lewan manages ForeSee’s public sector business,
including its relationships with federal and state
government departments and agencies, nonprofit
organizations, and higher education institutions.
In 2017, Dave is serving as ForeSee’s liaison with the Partnership for
Public Service for the Center for Presidential Transition to educate 4,000
appointees from the private sector entering employment with the federal
government as part of the new administration. Prior to joining ForeSee in
2009, he led in key strategic areas at ADP, SalesLogix, Ultimate Software
and Ceridian. Dave graduated from the University of Minnesota with a
Bachelor of Arts in Speech Communications.
Eric Keller
Eric Keller joined the Partnership for Public Service
in October 2013 as a research manager. He manages
a portfolio of high-visibility research activities and
products, including project conceptualization and design,
budgeting, staffing, data collection and analysis, and report writing.
He also leads the Partnership’s work to improve customer experience
with federal services.
Before joining the Partnership, Eric worked at the U.S. Department
of Health and Human Services (HHS) as a presidential management
fellow and grants policy analyst. Eric holds a Master of Public Policy
from George Mason University and a Bachelor of Arts in Political
Science from Wake Forest University.
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ABOUT THE RESEARCH TEAM
Jon Cioffi
Jon Cioffi is a client manager in ForeSee’s
Public Sector practice. He works with
federal government agencies and nonprofit
organizations to guide the strategic use of
ForeSee data.
Prior to joining ForeSee, Jon spent 15 years in
market research and consulting with a focus
on federal government clients, particularly in
the area of measuring citizen satisfaction.
Jon graduated from the University of Michigan
with a Master of Business Administration in
Corporate Strategy and a Bachelor of Arts
in Economics.
Anna Salomonsson
Anna Salomonsson manages benchmark
processes and related thought leadership
projects at ForeSee, including seasonal
consumer insight studies. She has expanded
benchmark offerings to provide better context
to clients’ performance scores.
Before joining ForeSee in 2015, Anna held
various positions at a breast cancer research
lab at the University of Michigan and in
market research at The Mars Agency. Anna
graduated from the University of Michigan
with a Bachelor of Arts in Communications.
Karly Szczepkowski
Karly Szczepkowski is a data analyst who has
worked with some of ForeSee’s largest client
accounts to help them understand how they
can engage with their visitors to improve
loyalty, recommendations, and regular usage.
She also manages all of ForeSee’s more than
600 benchmark categories.
Prior to joining ForeSee in 2013, Karly was an
analyst at Wayne State University in Detroit,
MI. Karly graduated from Wayne State
University with a Master in Information
Science and from the University of Michigan
with a Bachelor of Science in Engineering.
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« M O B I L E
ABOUT FORESEE
ForeSee helps government departments, agencies
and programs prioritize enhancements to the citizen
experience with certainty. ForeSee® CX Suite allows
public-sector organizations to manage all of their
customer experience needs from one place, capture
the entire customer journey, and prioritize their most
critical CX issues. ForeSee clients include hundreds
of federal, state, and local organizations that use
VOC programs to measure performance and prioritize
changes that enhance the citizen experience and lower
costs. Founded in 2001, ForeSee is headquartered in
Ann Arbor, MI and has offices in Washington D.C., New
York, San Francisco, St. Louis, Cleveland, Vancouver, and
London. For more information, visit www.foresee.com.
Visit www.foresee.com/gov to learn more about ForeSee’s government solutions.
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