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CIVIC TECHNOLOGY

Component Substantiation

Federal identity infrastructure as Civic Infrastructure

Modern federal digital services as durable capability

Return-free tax filing as universal service

$10-15B annually at full deployment

Component 5 of 6 in Civic Infrastructure Pillar

Jason Robertson

v1.2 · Created May 5, 2026 · Updated May 5, 2026 for v2.9 (Phases 2-3)

Ohio · 2026

Why Civic Technology Is Civic Infrastructure

Civic technology is the digital substrate citizens use to interact with their government. When it works, it disappears — people fill out a tax return, verify identity for benefits, communicate with an agency, get a service. When it fails, the cost falls disproportionately on those least able to absorb it: the elderly trying to access Social Security, the unemployed trying to file for benefits, the recent immigrant trying to navigate naturalization, the rural citizen trying to access services that exist primarily online.

The architectural framing established in v2.3 identified six tests for whether something qualifies as Civic Infrastructure: it serves universal need, it cannot be efficiently delivered through pure market mechanisms, the federal government has a coordinating role, the absence of public investment produces concentrated harm, returns extend across generations, and the asset has long-lived characteristics. Civic technology meets all six tests, with one important specification: Civic Technology infrastructure is not the totality of federal IT spending (currently approximately $100 billion annually), most of which maintains agency-specific legacy systems. Civic technology is specifically the cross-cutting digital infrastructure that enables citizen interaction with government — identity verification, common digital services capability, communication infrastructure, and accessibility standards.

This document substantiates the Civic Technology component at the level of operational design, cost ranges, integration with existing federal programs, phasing, and honest acknowledgment of open questions. It complements the Civic Infrastructure architectural framing (v2.3) and Universal Broadband Access substantiation (v2.4) as the second of six components to receive full substantiation depth.

“Civic technology is the digital substrate citizens use to interact with their government. When it works, it disappears. When it fails, the cost falls disproportionately on those least able to absorb it.”

The Current State

Federal government IT is in a state that even its supporters describe as deeply suboptimal. The federal government spent approximately $100 billion on information technology in 2022, with cloud computing systems garnering only about $12 billion of that spend; the remainder largely maintains legacy systems that are inefficient, capability-limited, and security-compromised relative to modern architectures. Approximately 70% of the federal IT budget is spent on operations and maintenance of existing systems rather than new development.

This pattern has been consistent for over a decade and has produced visible failures: HealthCare.gov's botched 2013 launch, the 2015 Office of Personnel Management breach exposing 21.5 million Americans' personal data, recurring Social Security Administration system failures, the multi-year veterans benefits modernization project that has cost billions without producing the promised system. These failures are not technology failures; they are governance failures. Federal agencies generally lack durable internal digital capability, instead relying on external contractors for systems they cannot effectively specify, evaluate, or maintain.

The United States Digital Service was created in 2014 in response to the HealthCare.gov failure, with a mandate to bring private-sector technology talent into government for limited tours of duty. USDS achieved real successes: 18.25 million Veterans gained improved access to VA services, 130% increase in Affordable Connectivity Program enrollment after USDS engagement, $285 million in projected SSA infrastructure savings, the COVID rapid test ordering platform delivered in weeks. By 2024, USDS had grown to approximately 200 staff with a network of over 500 alumni who have moved into agency digital services leadership roles across the federal government.

On January 20, 2025, USDS was reorganized as the Department of Government Efficiency Service (DOGE) under executive order. By February 14, 2025, several dozen pre-existing USDS employees were dismissed; on February 25, 21 of the remaining 65 employees resigned with a joint letter declining to compromise government systems. By November 2025, the Office of Personnel Management stated that DOGE no longer existed. The federal government's primary durable digital services capability has been effectively dismantled.

This is the context for Civic Technology substantiation: not a greenfield design, but a restoration and expansion of capability that existed, was demonstrated to work, and was eliminated. The Civic Technology component is not building from scratch; it is institutionalizing what USDS demonstrated, expanding it to scope it can actually meet, and protecting it from the kind of administrative dismantling that just occurred.

Scope: Five Subcomponents

Civic Technology comprises five subcomponents, each addressing a specific cross-cutting need that current federal IT infrastructure does not adequately provide:

Subcomponent | Annual Cost | Primary Function
Federal Identity Infrastructure | $3-4B | Citizen identity verification across services
Modern Federal Digital Services Capability | $2-3B | Internal digital expertise and agency support
Return-Free Tax Filing System | $1-2B | IRS Direct File expansion and pre-population
Federal Civic Communication Platform | $1-2B | Accessible federal-citizen communication
Accessibility and Multilingual Services | $2-3B | Universal accessibility and language coverage
Component Total | $9-14B | Civic Technology component

The total range of $9-14B aligns with the architectural framing's $10-15B annual estimate (the framing midpoint of $12.5B falls within the substantiation range). Each subcomponent is treated separately below; the total is the sum of subcomponent ranges.

Subcomponent 1: Federal Identity Infrastructure

Federal identity infrastructure provides the means for citizens to securely identify themselves to federal agencies for services. It is the foundational layer of Civic Technology: every other digital interaction depends on knowing who is on the other end of the connection.

The Current Problem

Federal identity verification today is fragmented, inconsistent, and accessibility-limited. Different agencies use different systems with different standards: the IRS uses ID.me, Social Security uses my Social Security with its own verification flow, Veterans Affairs uses VA.gov's id.me integration, USDA uses eAuthentication, the Department of Education uses StudentAid.gov. Login.gov, launched in 2017 as a unified identity layer, has gained adoption but is not yet universal across federal services.

This fragmentation imposes real costs on citizens. A retiree dealing with Medicare, Social Security, and VA simultaneously may need three separate identity verifications. A taxpayer trying to file taxes, check on a stimulus payment, and apply for federal student loans encounters three different systems. Citizens with disabilities, limited English proficiency, or limited internet access face compounded barriers when each system demands its own identity verification process.

The accessibility gap is particularly stark. Identity verification commonly requires: a smartphone with camera, a government-issued photo ID, a working email address, a credit history sufficient to pass knowledge-based questions, and digital literacy to navigate the verification flow. Citizens lacking any of these elements (which describes a meaningful share of working-class, elderly, immigrant, and disabled populations) effectively cannot access federal services that require online verification. The default fallback — in-person verification at federal offices — has become increasingly difficult as federal physical presence has declined.

Operational Design

The Federal Identity Infrastructure subcomponent has four primary operational elements:

Element 1: Login.gov as Universal Federal Identity Layer

Login.gov, currently operated by GSA, becomes the primary federal identity verification system, with mandate that all federal services accept Login.gov for identity verification. Agency-specific alternatives can persist for backward compatibility but cannot be required when a citizen presents Login.gov verification at the appropriate assurance level.

Login.gov operates at three identity assurance levels (IAL1, IAL2, IAL3) per NIST SP 800-63 standards. Most federal services require IAL2 (verified identity); some sensitive services (tax filing, security-cleared employee benefits) require IAL3. Citizens can step up from one level to the next as needed; identity verification work is not duplicated across agencies.

Element 2: Multi-Modal Identity Proofing

Beyond the standard online verification flow (smartphone camera + photo ID + knowledge-based questions), the system supports multiple verification paths designed to reach citizens excluded by the standard flow:

Verification paths beyond the standard flow • In-person verification at USPS (United States Postal Service) facilities. ~31,000 post offices nationwide; expanded existing USPS Identity Service used for IRS verification. Reaches citizens in person without requiring federal-office visit. • Trusted referee verification. Library staff, social services case workers, designated community organizations trained and authorized as identity verifiers, particularly for elderly and disabled populations. • Accessible verification flow. Screen-reader-compatible, high-contrast, larger-text, voice-input alternatives. Identity verification that does not assume sighted or fine-motor capability. • Multilingual verification. Verification flows in Spanish, Chinese (Simplified and Traditional), Vietnamese, Tagalog, Korean, Russian, Haitian Creole, and Arabic. Spoken-language verification for citizens with limited literacy. • Phone-based verification. Live agent verification flow for citizens without smartphone or computer access, supporting the same assurance levels as online verification.

Element 3: Privacy-Preserving Architecture

Federal identity infrastructure raises legitimate privacy concerns. The Civic Technology component's design must address these explicitly:

Selective disclosure. When a citizen verifies identity to one agency, only the data the agency requires is shared, not the full identity record. The IRS doesn't need to know the citizen's specific medication coverage; the VA doesn't need to know specific tax filing status. The identity layer enforces minimum-necessary disclosure.

No central biometric database. Biometric data (fingerprints, facial recognition templates) used during verification is processed locally where possible, encrypted at rest, and not aggregated into central databases that could be breached or misused. Where biometric verification is required, the architecture preserves agent-of-the-citizen rather than agent-of-the-state framing.

Audit logs accessible to citizens. Citizens can see which agencies have verified their identity, when, and for what purpose. This transparency is itself a privacy protection: it allows citizens to detect inappropriate access and to challenge specific agency uses.

Federation rather than centralization. The architecture supports federation between Login.gov and state-issued identity systems where appropriate (state-issued mobile driver's licenses, for example). Federation preserves state authority over state-issued credentials while enabling federal-state interoperability.

Element 4: Open Question — Federal vs Federated Identity

The architectural framing identified “identity infrastructure approach (single federal vs federated state-issued)” as an open question. This subcomponent's design takes a deliberate position: Login.gov as the primary federal layer, with federation to state-issued credentials where states have implemented them, and with the explicit constraint that no citizen is required to obtain a federal identity credential to access state-level services or state-mediated federal services.

This position acknowledges the legitimate federalism concern (federal identity infrastructure that becomes a de facto national ID raises constitutional and political concerns) while addressing the practical fact that federal services do require federal identity verification. The position is rebuttable; alternative designs (purely federated, with no federal identity layer at all) are possible but would not solve the cross-agency fragmentation problem this subcomponent addresses.

Cost Estimate: $3-4 Billion Annually

The Federal Identity Infrastructure subcomponent's annual cost at full deployment is approximately $3-4 billion. Cost components:

Cost Element | Annual Cost | Notes
Login.gov operational expansion | $0.4-0.6B | Currently ~$70M/year; expansion to mandate-coverage scale
USPS in-person verification network | $0.3-0.5B | Reimbursement to USPS for verification services
Trusted referee program | $0.2-0.4B | Training, certification, ongoing support
Multilingual and accessibility infrastructure | $0.5-0.7B | Translation, accessibility-specific UX, screen reader compatibility
Phone-based verification operations | $0.6-0.9B | Call center capacity, agent training, security infrastructure
Privacy and audit infrastructure | $0.3-0.4B | Selective disclosure, audit log systems, citizen-facing transparency tools
Federation infrastructure with states | $0.2-0.3B | Federal-state credential federation, state mDL integration
Cybersecurity and threat response | $0.5-0.7B | Identity infrastructure is highest-value target; security investment must be substantial
Subcomponent Total | $3.0-4.5B |

These costs are above current Login.gov spending but well below the costs of agency-by-agency fragmentation. Existing federal IT spending on identity verification (across all agencies) is estimated at $5-8 billion annually; consolidation into Federal Identity Infrastructure produces operational savings even before considering citizen time and accessibility benefits.

Subcomponent 2: Modern Federal Digital Services Capability

Modern federal digital services capability is the institutional capacity to design, build, and maintain government digital services that work for citizens. This subcomponent restores and expands the United States Digital Service to a scale matching the federal government's actual digital service delivery needs.

The Current Problem

Federal digital service delivery operates almost entirely through external contractors. Agencies generally lack the internal technical capability to specify what they need, evaluate vendor proposals, supervise development, or maintain delivered systems. The result is the recurring pattern of failed federal IT projects: HealthCare.gov, the SBA disaster relief system, the FAFSA simplification, the VA benefits modernization — each costing hundreds of millions to billions, each producing systems that work poorly or not at all, each producing congressional hearings and inspector general reports without producing the structural change needed to prevent the next failure.

USDS was an attempt to address this gap. Its model was tour-of-duty technology professionals embedded with agencies on specific high-priority projects, supplemented by training and capability-building activities that left agencies with more internal capacity than they had before. By 2024, USDS had ~200 staff and a network of ~500 alumni who had moved into agency digital services leadership. The model worked at the scale it operated. The scale it operated was insufficient.

USDS at 200 staff, even with the alumni network, could not address the federal government's actual digital service delivery scope. The Department of Veterans Affairs alone has ~3,000 IT staff and contractors and roughly $7 billion in annual IT spending; USDS engagement with VA was meaningful but covered a small fraction of VA's digital service surface area. The Social Security Administration, the Department of Labor, the IRS, the Department of Education, the Department of Homeland Security, and dozens of other agencies have similar scale-mismatch problems.

The 2025 dismantling of USDS made this worse. Whatever residual capacity existed was eliminated. Restoration is not enough; the restoration must be at a scale matching the actual federal digital service delivery scope, with institutional protections that prevent future arbitrary dismantling.

Operational Design

Element 1: USDS Restored and Scaled

USDS is restored as a permanent federal organization with statutory protection rather than executive order standing. Statutory establishment provides three protections: it makes dismantling require legislative action rather than executive order, it stabilizes funding through appropriations rather than discretionary executive allocation, and it establishes career civil service protections that allow tour-of-duty staff to extend without losing federal employment status.

The restored USDS targets approximately 500-700 staff at full deployment. This is roughly 3-4x the 2024 scale, calibrated to the federal government's actual digital service delivery scope. The growth is not headcount expansion for its own sake; each USDS team is assigned to a specific high-priority engagement (an agency project, a cross-agency initiative, a presidential priority), and the headcount reflects the number of simultaneous engagements that match the federal government's actual demand.

Element 2: Agency Digital Services Teams

Beyond USDS, each major federal agency establishes an internal Digital Services Team modeled on the USDS pattern: small (10-30 staff), elite, integrated with the agency's senior leadership. These teams provide the agencies' own digital expertise rather than depending on USDS for every project. USDS's role becomes coordination across agency teams, support for cross-agency initiatives, and engagement with priority projects too large or complex for individual agency teams.

This pattern was beginning to emerge before 2025 (the Veterans Affairs Office of Information and Technology had developed substantial internal digital services capability, the Department of Education's Office of Federal Student Aid had a meaningful internal team). The Civic Technology subcomponent generalizes this pattern across all major federal agencies, with specific staffing, hiring authority, and budget commitments.

Element 3: Hiring Authority and Compensation

The single largest constraint on federal digital services capability has been hiring. Federal pay scales, civil service hiring processes, and federal employment overhead make it difficult to hire technology professionals at the seniority and quality levels that work in this space requires. USDS partially addressed this through tour-of-duty arrangements (limited-term Schedule A appointments with specific authorities), but the model was constrained by both pay and tenure limitations.

Hiring authority and compensation reforms required • Direct-hire authority for Schedule C technology positions: streamlined hiring without standard competitive process, with appropriate accountability mechanisms • Compensation parity with federal Senior Executive Service pay bands: technology talent at SES-equivalent compensation rather than constrained to GS-13/14/15 ranges • Tour-of-duty extensions: 2-year initial appointments extendable to 6 years total, with clear path to permanent civil service for those who choose it • Multi-agency rotational positions: technology professionals can rotate across agencies without losing tenure or accumulated benefits • Recruiting infrastructure: federal-level technology recruiting capability (currently fragmented across agencies) consolidated into shared service

Element 4: Procurement Reform

Federal digital services capability is downstream of federal procurement processes. Current federal procurement (Federal Acquisition Regulation) was designed for buying physical goods and traditional services; it produces dysfunctional outcomes when applied to digital services where iterative development and outcome-based procurement work better than waterfall specifications and fixed-price contracts.

Procurement reform is a multi-year project that this subcomponent supports but does not fully execute (procurement reform requires changes that extend beyond Civic Technology into broader federal acquisition policy). The subcomponent commits to: pilots of agile procurement at agency-team level, FedRAMP modernization to reduce cloud service approval time, vendor-management approach that holds vendors accountable for outcomes rather than activities, and shared procurement vehicles that allow USDS-supported agencies to procure modern digital services without re-creating procurement infrastructure.

Cost Estimate: $2-3 Billion Annually

Cost Element | Annual Cost | Notes
USDS at 600-700 staff (avg) | $0.2-0.3B | Average $300K all-in per staff (compensation + overhead + travel)
Agency Digital Services Teams | $1.2-1.6B | Across 25-35 major agencies; avg 15-25 staff per team
Recruiting and hiring infrastructure | $0.1-0.2B | Federal-level technology recruiting, hiring authority operations
Training and capability building | $0.2-0.3B | Cross-agency training programs, certification, knowledge management
Procurement reform support | $0.2-0.4B | Pilot programs, FedRAMP modernization, shared procurement vehicles
Subcomponent Total | $1.9-2.8B |

These costs displace significant amounts of contractor spending currently embedded in agency IT budgets. The federal government is unlikely to spend less on digital services in absolute terms, but the spending mix shifts from contractor-dominated (where capability accrues to contractors) to internal-dominated (where capability accrues to the federal government and persists).

Citizen-Facing Value

Modernized federal digital services produce value primarily in the form of time recovered — hours that citizens currently spend navigating federal systems that the platform's investment would simplify. The Government Accountability Office estimates that the average American household spends approximately eight to twelve hours per year on direct federal interactions: applying for and renewing benefits, filing required forms, navigating disability and Medicare processes, complying with federal regulations, and seeking information from federal agencies. Modernized digital services case studies from 18F and the United States Digital Service suggest that user-experience improvements can reduce time-to-completion by forty to sixty percent for typical citizen interactions.

A conservative estimate is that the platform's investment in modernized federal digital services recovers three to five hours per year per household, with substantially larger time savings for households that interact more frequently with federal systems (households navigating disability determinations, immigration processes, federal benefits transitions, or self-employment tax compliance). The platform does not assign a dollar value to this time because doing so would either double-count the tax-preparation savings already itemized in the citizen-facing comparison documents or introduce arbitrary monetization. Readers can value their own time at whatever rate they consider appropriate.

Beyond time, modernized digital services produce value through fewer errors requiring re-application or appeal, faster determinations on benefit eligibility (with the cash-flow consequence that benefits begin reaching recipients earlier), and reduced exclusion of populations the current system serves poorly. The latter benefits concentrate among lower-income households, households with limited digital literacy, and households interacting with the federal government in periods of life transition or financial stress. The averaged household value understates value for these populations.

Honest framing. Modern federal digital services value is real but primarily non-monetary. Time recovered is the most tangible form, but the value also includes reduced friction in benefit determinations, reduced exclusion of populations the current system serves poorly, and improved access to programs citizens are already eligible for. The platform does not list this as a per-household dollar line item because the most defensible measure of value (time recovered) overlaps with other line items already in the citizen-facing tables.

Subcomponent 3: Return-Free Tax Filing System

Return-free tax filing is the simplest Civic Technology subcomponent to scope: most countries that have implemented it have eliminated annual tax filing for the majority of their citizens. The technology is well-understood; the gap is institutional and political, not technical.

The Current Problem

The United States is one of the few developed countries where most citizens with simple tax situations are required to either prepare and file annual tax returns or pay third-party software companies (Intuit, H&R Block, others) to do so. The tax preparation industry's annual revenue from individual filers is approximately $11 billion. Most of this spending is on products that exist primarily because the IRS does not provide free direct filing for the majority of taxpayers whose returns the IRS could pre-populate.

The IRS Direct File pilot, launched in 2024, demonstrated the feasibility of free direct filing. By 2025, Direct File served approximately 140,000 taxpayers in 12 states with simple W-2 and limited deduction situations. User satisfaction was high (over 90% of users reported the experience as easy or very easy). The administrative cost per return was a fraction of commercial alternatives. The pilot succeeded; expansion was the natural next step.

In early 2025, the new administration announced that Direct File would be discontinued. As of 2026, the program's status remains uncertain; some technical infrastructure persists but operational expansion has been halted. This has happened despite strong empirical results from the pilot, demonstrated public preference for free direct filing among users, and absence of any specific identified problem with the program's operation.

The Civic Technology subcomponent treats return-free tax filing as durable Civic Infrastructure that should not be subject to administration-by-administration discontinuation. This requires statutory establishment of the Direct File program (rather than discretionary IRS action) and progressive expansion to broader categories of taxpayers.

Operational Design

Element 1: Direct File Universal Coverage

Direct File is expanded to cover all 50 states (currently 12) and to handle the full range of tax situations the IRS has data to pre-populate. This includes: W-2 employees with standard deductions, taxpayers with W-2 plus 1099-NEC contracting income, taxpayers claiming common credits (EITC, Child Tax Credit, dependent care credit), retirees with 1099-R income from retirement accounts, and Social Security recipients with simple situations.

Coverage expansion is gradual, calibrated to confidence in the IRS's data quality for each category. Categories where IRS receives complete data (W-2 wages, Social Security benefits, mortgage interest reported on 1098, educational expenses on 1098-T) can be pre-populated with high confidence. Categories where data is partial or self-reported (charitable deductions, business expenses, capital gains from non-broker-reported transactions) require taxpayer input and review.

Element 2: Pre-Population for Eligible Taxpayers

For taxpayers whose tax situations the IRS has full data on, Direct File presents a pre-populated return that the taxpayer reviews, modifies if needed, and confirms. This pattern — used in countries like Estonia, Sweden, the Netherlands, and the UK — reduces tax filing for the majority of taxpayers from a multi-hour process requiring tax expertise to a several-minute review process.

Pre-population requires that the IRS have the relevant data at the time of filing. Currently, employer wage data (W-2) is available to the IRS by January 31; broker-reported investment data (1099-DIV, 1099-INT) by mid-February; consolidated 1099 forms by mid-February. Pre-populated returns are available to taxpayers from mid-February onward, well before the April 15 filing deadline. Taxpayers can file Direct File without waiting if they have complete information; pre-population is an option, not a requirement.

Element 3: Direct File Identity Integration

Direct File uses Login.gov for identity verification (per the Federal Identity Infrastructure subcomponent). This eliminates the current pattern where each tax preparation software has its own account creation and identity verification, and ensures that taxpayers who have already completed identity verification for other federal services do not need to repeat the process.

Element 4: State Tax Integration

Direct File coordinates with state tax authorities to enable seamless state tax filing for taxpayers whose state participates. State coordination is voluntary (states retain authority over their own tax systems); states that opt in can have their state returns prepared from Direct File data with minimal additional taxpayer input. Currently, several states (California, Massachusetts, Arizona, New York) have begun coordination with Direct File; the subcomponent supports continuation and expansion of this pattern.

Cost Estimate: $1-2 Billion Annually

Cost Element | Annual Cost | Notes
Direct File platform operations | $0.3-0.5B | Software development, hosting, taxpayer support
Pre-population data infrastructure | $0.2-0.4B | Connecting IRS data systems, ensuring data accuracy
Customer support operations | $0.3-0.5B | Phone, online, in-person taxpayer support
State tax integration | $0.1-0.2B | Federal-state coordination, voluntary state participation support
Compliance and accuracy assurance | $0.1-0.2B | Quality assurance, fraud prevention, audit infrastructure
Subcomponent Total | $1.0-1.8B |

These costs are substantially below the $11 billion the tax preparation industry currently extracts from individual filers, even before considering taxpayer time savings. Conservative estimates suggest that universal Direct File could save individual filers approximately $20-25 billion annually in tax preparation fees and associated time costs.

Subcomponent 4: Federal Civic Communication Platform

Federal civic communication platform is the infrastructure for federal agencies to communicate with citizens accessibly, multilingually, and across modalities. It addresses the recurring failure pattern where federal agencies' communication is technically available but practically inaccessible to the citizens who most need it.

The Current Problem

Federal agencies communicate with citizens through a fragmented mix of websites, mailings, automated phone systems, in-person offices (where they exist), and recently social media. Each agency operates its own communication infrastructure; quality varies enormously across agencies and within agencies across communication channels. The shared problems: communication is often only in English, often above general literacy levels, often requiring digital literacy that excludes meaningful populations, and often providing no actual interaction — communication that's technically published but not actually reaching the citizens it's intended for.

During the 2020-2022 pandemic period, this pattern produced concrete harm. Federal communication about vaccine availability, paid sick leave eligibility, stimulus payments, and unemployment expansion reached middle-class English-speaking digital-literate populations effectively; reached low-income, limited-English-proficient, elderly, and rural populations far less effectively. Citizens who would have benefited from federal programs frequently learned about eligibility months or years late, and frequently did not receive benefits they were entitled to receive.

This is not a moral failing of agency staff; it is an infrastructure failing. Federal agencies generally lack the communication infrastructure to reach citizens effectively across the actual diversity of citizen circumstances. Each agency reinvents communication infrastructure, generally inadequately. The Civic Communication Platform addresses this by providing shared communication infrastructure all federal agencies can use.

Operational Design

Element 1: USA.gov as Primary Citizen-Facing Portal

USA.gov is expanded into the primary citizen-facing federal portal: the place citizens go to find information about federal programs, navigate to specific agency services, and receive personalized communication about programs they're eligible for. Currently USA.gov serves approximately 60 million annual visits with limited interactive functionality; the expanded version targets 200+ million annual visits with personalized service navigation.

Personalization is opt-in and privacy-preserving: citizens who choose to identify themselves to USA.gov can receive personalized program eligibility information based on demographic data they provide. Citizens who prefer not to identify themselves can browse the same content without personalization. Identity, where used, integrates with Login.gov per the Federal Identity Infrastructure subcomponent.

Element 2: Multi-Channel Communication Capability

Federal communication uses multiple channels because different citizens use different channels. The platform provides infrastructure for each:

Communication channels supported • Web (USA.gov primary, agency sites secondary). Standard channel for citizens with internet access and digital literacy. • Mobile app. Federal Services app providing program-eligibility checking, application submission, status tracking. Fully accessible. • SMS (Short Message Service)-based service. Citizens can interact with federal services via text messaging, particularly relevant for citizens whose primary internet access is mobile-only. • Phone-based service. 1-800-FED-INFO or similar consolidated phone number. Multilingual operators. Accessible alternative to web channel. • Mail-based service. For citizens without reliable internet access, all federal program information available by mail. Plain-language summaries, accessible formatting. • In-person service. Through expanded USPS partnership (per Federal Identity Infrastructure), USPS facilities provide in-person federal service navigation. Library partnerships provide additional in-person access points. • Community navigator network. Trained community-based organizations serve as federal service navigators; reach populations that don't engage with formal federal channels.

Element 3: Content Quality Standards

Federal communication must meet content quality standards: plain language (8th grade reading level baseline), translation into the eight most common non-English languages spoken in the US (Spanish, Chinese, Vietnamese, Tagalog, Korean, Russian, Haitian Creole, Arabic), accessibility to screen readers and other assistive technology (WCAG 2.2 AA minimum), and culturally competent communication that doesn't assume specific cultural backgrounds.

These standards apply to citizen-facing communication; internal agency communication and technical regulatory text retain different standards as appropriate. Enforcement is through the Federal Civic Communication Platform: agencies that publish communication through the platform must meet platform standards, with platform-provided tools (translation services, accessibility checking, plain-language editing) reducing agency burden of compliance.

Element 4: Proactive Outreach

Beyond responding to citizen inquiries, the platform supports proactive outreach to citizens potentially eligible for programs they're not currently using. Examples: citizens who file taxes showing income within EITC eligibility but who don't claim EITC; citizens whose Social Security records show eligibility for programs they've not enrolled in; veterans whose VA records show entitlement to benefits they've not used.

Proactive outreach is privacy-protective: it uses data the federal government already has about a citizen's relationship with federal programs; it does not aggregate data across agencies in new ways; citizens can opt out of proactive outreach if they prefer. The volume of unclaimed federal benefits is large — EITC underclaim alone is estimated at $7 billion annually — and proactive outreach addresses this without expanding what data the federal government collects.

Cost Estimate: $1-2 Billion Annually

Cost Element | Annual Cost | Notes
USA.gov platform expansion and operations | $0.2-0.3B | Software development, hosting, content management
Multi-channel communication infrastructure | $0.3-0.5B | Mobile app, SMS gateway, phone system, mail operations
Content production and translation | $0.2-0.3B | Plain language editing, multilingual translation, accessibility production
Community navigator network | $0.2-0.4B | Grants to community organizations, training, ongoing support
Proactive outreach operations | $0.1-0.2B | Outreach campaigns, eligibility identification, follow-up
Customer support and accessibility services | $0.2-0.3B | Multilingual call centers, accessibility-specific support
Subcomponent Total | $1.2-2.0B |

These costs deliver federal communication capability that produces meaningful benefits-claiming improvement. Conservative estimates suggest that improved EITC outreach alone (a small subset of total proactive outreach scope) could increase legitimate EITC claims by $2-4 billion annually, exceeding the platform's full subcomponent cost.

Citizen-Facing Value

Federal Civic Communication Platform value is heavily concentrated among households who are eligible for federal programs they do not currently use. For these households, the platform's commitment to proactive citizen outreach produces substantial dollar value. For households already engaged with the programs they are eligible for, the platform produces minimal direct dollar value but does provide structural benefit through more accessible information and reduced friction in citizen-government communication.

Earned Income Tax Credit capture. The Internal Revenue Service estimates that approximately twenty percent of households eligible for the Earned Income Tax Credit do not claim it, with average unclaimed amounts of approximately $2,400 per non-claiming household. Proactive outreach through a federal civic communication platform could substantially increase capture rates among these eligible non-claimers. The platform's substantiation document estimates two to four billion dollars per year in additional EITC claims annually — concentrated entirely among the eligible non-claiming population, producing zero direct value for already-claiming households.

Disability and benefit eligibility outreach. The Social Security Administration estimates that approximately seven percent of citizens eligible for Social Security Disability Insurance are unaware of their eligibility. Similar gaps exist for Medicare Savings Programs (estimated thirty to fifty percent of eligible low-income Medicare beneficiaries do not enroll), Supplemental Nutrition Assistance Program (estimated twenty percent of eligible households do not enroll), and various state-administered federal programs. Proactive outreach reduces these gaps. For affected households, the value is the full benefit amount they would otherwise miss — typically several thousand dollars per year. For unaffected households, the value is zero.

Information access and policy participation. The platform's investment in USA.gov and related infrastructure also produces structural value through more accessible information about federal policy, programs, and processes. This value is genuinely difficult to monetize but real: citizens who can find information about federal decisions affecting their lives are better positioned to engage with those decisions than citizens who cannot.

Honest framing. Federal civic communication value is highly distributionally concentrated. Most households see zero direct dollar value because they are already engaged with the programs they are eligible for. A subset of households — disproportionately low-income households, households with limited Civic Infrastructure, and households navigating major life transitions — gain access to programs averaging two thousand to seven thousand dollars per year in benefits they would otherwise miss. The platform's $1-2 billion annual investment is justified by the aggregate value to this concentrated population rather than by averaged per-household savings.

Subcomponent 5: Accessibility and Multilingual Government Services

Accessibility and multilingual government services is the cross-cutting infrastructure that makes the previous four subcomponents actually accessible to all citizens. It is treated as a separate subcomponent because the work involved is substantial, the standards required are specific, and the failure modes are different from the work in the other subcomponents.

The Current Problem

Federal websites and digital services regularly fail accessibility tests. The most recent comprehensive review (2024 Department of Labor report) found that approximately 60% of federal agency websites had measurable accessibility violations under WCAG 2.1 AA standards. The most common violations: missing alt text on images, insufficient color contrast, keyboard navigation failures, and missing form labels. These are not exotic failures; they're failures of basic web accessibility hygiene that disable citizens who depend on assistive technology.

Multilingual federal services are similarly inadequate. Federal agencies generally provide some Spanish-language content (typically translated from English originals, often months or years after the English version, often with quality problems). Other major non-English languages (Chinese, Vietnamese, Tagalog, Korean, Russian, Haitian Creole, Arabic) receive substantially less coverage. Smaller-population languages are largely unsupported. This produces concrete harm: citizens with limited English proficiency are functionally excluded from many federal services regardless of legal entitlement.

Section 508 of the Rehabilitation Act has required federal accessibility for over two decades; Title VI of the Civil Rights Act has required language access for federal-funded programs for nearly six decades. The legal framework exists; the operational implementation does not. The Accessibility and Multilingual subcomponent addresses operational implementation.

Operational Design

Element 1: Section 508 Enforcement Infrastructure

Federal agencies are statutorily required to comply with Section 508; in practice compliance is uneven. The subcomponent establishes infrastructure for actual compliance enforcement: routine accessibility auditing of federal digital services, public reporting of audit results, technical assistance to agencies failing audits, and consequence escalation for repeated failures.

The architectural framing identified “accessibility standards enforcement mechanism” as an open question; the subcomponent's design takes the position that enforcement should be primarily collaborative (agencies are partners in accessibility, not adversaries) but with credible escalation when collaboration fails. The Department of Justice retains existing Section 508 enforcement authority; the subcomponent supplements rather than replacing existing legal enforcement.

Element 2: Accessibility-First Design Standards

New federal digital services must be accessibility-first designed (accessibility built in from the start) rather than accessibility-retrofitted (accessibility added late in development or after launch). The subcomponent provides shared accessibility design standards, design system components that are inherently accessible, and technical tooling that makes accessibility easier than non-accessibility.

This is the same pattern as the broader Civic Technology design philosophy: provide infrastructure that makes the right thing easier than the wrong thing, rather than relying on individual agency virtue or post-hoc enforcement.

Element 3: Multilingual Service Coverage

Federal civic-facing services are translated into the eight most common non-English languages spoken in the US. The threshold of “eight languages” is calibrated to Census Bureau data on languages spoken in U.S. households: Spanish, Chinese (Simplified and Traditional), Vietnamese, Tagalog, Korean, Russian, Haitian Creole, and Arabic together cover approximately 95% of households where English is not the primary language.

Translation is not just text translation; it includes culturally competent adaptation, multilingual customer support, and recognition that translated language is not always the only barrier (literacy levels, cultural framings, historical experiences with government all affect how communication is received).

Element 4: Disability and Limited-English Population Engagement

Beyond infrastructure, the subcomponent supports direct engagement with disability community organizations and limited-English-proficient community organizations to ensure that the infrastructure actually works for the populations it's designed to serve. This includes: user research with disability and LEP populations on every major service launch, ongoing community advisory groups that have authority to flag accessibility or language failures, and grant programs supporting community organizations that serve as accessibility and language navigators.

Cost Estimate: $2-3 Billion Annually

Cost Element | Annual Cost | Notes
Accessibility auditing and enforcement | $0.3-0.5B | Routine federal-wide accessibility audits, technical assistance
Accessibility design system and tooling | $0.2-0.3B | Shared design system, automated accessibility checking, training
Multilingual translation services | $0.6-0.9B | Translation across eight major languages, ongoing maintenance
Multilingual customer support | $0.4-0.6B | Multilingual call centers, multilingual chat support
Community engagement and grant programs | $0.3-0.5B | Disability and LEP community organizations, ongoing engagement
Plain language and literacy support | $0.2-0.3B | Plain language editing, literacy-appropriate communication design
Subcomponent Total | $2.0-3.1B |

These costs are not optional in the way other infrastructure investments might be. Section 508 compliance is statutorily required; Title VI compliance is statutorily required. The subcomponent's costs represent the operational investment needed to actually meet existing legal requirements that are currently unmet. The alternative is continued statutory non-compliance — a position that should not be acceptable to anyone.

Citizen-Facing Value

Accessibility and multilingual government services value is the most concentrated of any Civic Technology subcomponent. The Centers for Disease Control estimates that approximately twenty-six percent of American adults have some form of disability, ranging from minor visual impairments to substantial mobility, cognitive, or sensory limitations. The Census Bureau reports that approximately twenty-two percent of American households speak a primary language other than English at home. For households in either category, federal services that are functionally inaccessible without the platform's investment become functionally accessible with it. For households outside these categories, the platform produces structural rather than directly-experienced value.

Disability accessibility. Federal services that comply with Section 508 accessibility requirements but are designed without accessibility-first principles often produce technical compliance without functional access. Citizens with substantial visual, motor, or cognitive impairments may technically be able to access federal websites and services but practically face friction that effectively excludes them. The platform's commitment to accessibility-first design and Section 508 enforcement infrastructure shifts this from technical to functional access. For affected households, this is the difference between being able to use federal services and being effectively excluded from them — a value that is genuinely difficult to monetize but extremely high.

Multilingual access. Federal services available only in English exclude approximately twenty-two percent of American households at the household-language level, with sharper exclusion among elderly first-generation immigrants and households with limited English-language capability. The platform's multilingual coverage in eight major non-English languages (Spanish, Chinese, Vietnamese, Tagalog, Korean, Russian, Haitian Creole, Arabic) extends access to a substantial portion of the affected population. As with disability accessibility, the value to affected households is functional access to services that were previously functionally unavailable; the dollar equivalent is whatever the household would pay (in fees, in lost benefits, in time, in advocacy services) to navigate English-only systems.

Community navigator infrastructure. The platform's investment also includes funding for community-based navigators who help citizens with limited digital literacy or limited capacity to navigate federal systems independently. This produces value disproportionately for elderly citizens, citizens with substantial cognitive limitations, and citizens whose life circumstances make independent navigation impractical. For affected households, the navigator infrastructure provides functional access to programs they would otherwise miss; the dollar value is whatever those programs are worth.

Honest framing. Accessibility and multilingual services value cannot be reasonably monetized as a per-household figure. The value distributes entirely toward affected populations — disabled citizens, non-English-primary households, and citizens with limited capacity to navigate complex systems independently — with the value to affected households being the full benefit of access to services that were previously functionally unavailable. The platform's $2-3 billion annual investment is justified by the value to these populations and by the structural argument that government services should be accessible to the citizens they exist to serve, regardless of disability or language status.

Cross-Cutting Citizen Benefits

The five subcomponent sections above describe what each piece of Civic Technology infrastructure does. This section synthesizes the citizen-facing benefits across all five subcomponents and extends the analysis to cover three additional benefit threads that emerge from the integrated infrastructure rather than from any single subcomponent: bureaucratic friction time savings, faster benefit determinations, and self-employed and small-business compliance time. Together, these eight benefit threads constitute the full citizen-facing value picture of the Civic Technology component.

The Eight Civic Technology Benefit Threads

Civic Technology delivers value to citizens through eight distinguishable threads. Three are already itemized in the citizen-facing tax-comparison documents (Does This Raise Taxes, What This Means For You, Narrative Example 100K). Two were added to the substantiation document in v2.9 Phase 2. Three are added in v2.9 Phase 3 (this section). Listing all eight in one place clarifies what the platform's $10-15 billion annual investment in Civic Technology actually delivers.

Direct File tax preparation savings (Phase 1 itemization). Approximately fifty percent of American households currently pay $290-300 per year for professional tax preparation. Direct File expansion to all fifty states with pre-population eliminates this cost for eligible filers. National savings estimated at $24-26 billion annually; per-household expected value approximately $150 (averaged across all households) or approximately $290 for households who currently pay for tax prep.

Identity theft and fraud expected loss reduction (Phase 1 itemization). The Federal Identity Infrastructure subcomponent reduces exposure to the approximately $43 billion in annual identity theft and fraud losses experienced by American households. Per-household expected value reduction from approximately $100 per year to approximately $15 per year, with substantially larger savings for households who actually experience identity theft or fraud.

EITC capture and benefit-eligibility outreach (Phase 2 substantiation). Approximately twenty percent of households eligible for the Earned Income Tax Credit do not claim it; similar gaps exist for SSDI awareness, Medicare Savings Programs enrollment, SNAP enrollment, and other federal benefits. Federal Civic Communication Platform infrastructure produces concentrated value for affected households (approximately $2,000-7,000 per year for eligible non-claimers) and zero direct value for already-engaged households.

Modernized federal digital services time recovery (Phase 2 substantiation). The average American household spends 8-12 hours per year on direct federal interactions; modernized digital services case studies suggest 40-60% time-to-completion reduction for typical citizen interactions. Conservative estimate: 3-5 hours per year per household, with larger savings for households interacting frequently with federal systems.

Accessibility and multilingual functional access (Phase 2 substantiation). For the approximately 26% of adults with disabilities and the approximately 22% of households speaking primary languages other than English, the platform's accessibility-first design and multilingual coverage produces functional access to services that are currently functionally unavailable. Cannot be reasonably monetized as averaged figure; concentrated value for affected populations.

Bureaucratic Friction Time Savings (Phase 3 New)

Beyond direct interactions with federal agencies, American households spend substantial time navigating the friction that arises between federal systems, between federal and state systems, and between government services and the private services that depend on them. This friction is distinct from time spent on specific applications or filings; it is the cumulative cost of fragmented federal information systems, mismatched data formats across agencies, requirements to provide identical information separately to different agencies, and the overhead of resolving discrepancies that arise from system fragmentation.

Examples of bureaucratic friction that the integrated Civic Technology infrastructure reduces. A new parent applying for child tax benefits, social security number for the child, and updated health insurance coverage currently navigates three separate federal touchpoints with overlapping but incompatible information requirements. A worker changing jobs across state lines navigates separate state-administered federal programs with different interfaces and different documentation requirements for what is conceptually the same benefit. A small business owner filing federal taxes, registering for federal contracts, and complying with federal employment regulations interacts with separate federal systems whose data does not flow between them. A retiree receiving Social Security, Medicare, and a small federal pension navigates three agencies with separate communication channels and overlapping documentation needs.

Aggregate friction estimates. Government Accountability Office and academic research on regulatory burden suggest that American households spend an additional 15-25 hours per year on bureaucratic friction beyond the direct interaction time captured in the Modern Federal Digital Services subcomponent. Federal Identity Infrastructure (a single sign-on across federal services), Modern Federal Digital Services Capability (consistent user experience across agencies), and Federal Civic Communication Platform (proactive coordination across federal touchpoints) collectively reduce this friction by an estimated 50-70%, recovering 8-15 hours per year per household.

Distribution across household types. Bureaucratic friction concentrates among households navigating life transitions (new parents, recent retirees, recently disabled, job changers, immigrants becoming citizens), households with multiple federal touchpoints (low-income households eligible for multiple programs, self-employed individuals, small business owners), and households with limited capacity to navigate fragmented systems (elderly citizens, citizens with cognitive limitations, citizens with limited English proficiency). For households outside these categories, bureaucratic friction is modest. For households inside these categories, the friction time can exceed 50 hours per year, with the platform's investment recovering a substantial portion of that.

Honest framing. Bureaucratic friction time savings are real, are concentrated among households navigating life transitions or interacting with multiple federal touchpoints, and are difficult to monetize without arbitrary assumptions about wage rates. The platform does not assign a dollar value to bureaucratic friction time recovered because the most defensible measure (hours saved) overlaps conceptually with the Modern Federal Digital Services time-recovery estimate already in the substantiation. Readers should understand that the 3-5 hours per year per household figure for modernized digital services and the 8-15 hours per year per household figure for bureaucratic friction reduction together represent the full Civic Technology time recovery picture.

Faster Benefit Determinations (Phase 3 New)

When citizens apply for federal benefits that involve eligibility determination — Social Security Disability Insurance, Supplemental Security Income, Veterans Affairs disability ratings, Medicare Savings Programs, federal student aid — the time between application and determination has direct cash-flow consequences. Citizens awaiting benefit determinations often face months of uncertainty during which they cannot plan, cannot rely on the income or coverage in question, and may be forced to defer essential expenses. Modernized federal digital services reduce determination time substantially.

Current determination times. The Social Security Administration currently averages 7-10 months for initial disability determinations, with appeals adding additional 12-18 months for cases that proceed through the appeal process. The Department of Veterans Affairs averages 4-7 months for disability rating determinations, longer for complex cases. Federal student aid processing averages 3-5 weeks but can extend to several months when discrepancies arise. These delays are not fundamental to the determination work itself; they reflect outdated case management systems, paper-based document handling, fragmentation between the agencies that hold relevant evidence, and inadequate digital infrastructure for both applicants and adjudicators.

Cash-flow impact. For households awaiting SSDI determinations, the average benefit is approximately $1,500 per month. Reducing determination time from 10 months to 4 months produces approximately $9,000 in earlier benefit receipt for the average successful applicant. For VA disability determinations averaging $1,800 per month for moderate disability ratings, similar acceleration produces $5,000-8,000 in earlier benefit receipt. These are not new benefits; they are existing benefits delivered earlier, with the cash-flow consequence that affected households experience the financial relief they are entitled to without the multi-month wait that currently characterizes the determination process.

Reduced financial stress during determination periods. Beyond the cash-flow value of earlier benefit receipt, faster determinations reduce the financial stress and forced deferral of essential expenses that characterize the current waiting periods. Households awaiting disability determinations frequently exhaust savings, defer medical care, accumulate credit card debt, and experience housing instability during the waiting period. Modernized digital services do not eliminate determination time entirely — the substantive work of evaluating eligibility takes time — but they substantially reduce the administrative overhead that currently dominates the timeline.

Distribution. The benefits of faster benefit determinations concentrate entirely among households applying for the relevant benefits. Most households will not interact with SSDI, VA disability, or similar determination-based benefits in any given year. For the households that do, the value of faster determinations is substantial — typically several thousand dollars in earlier benefit receipt plus the difficult-to-monetize value of reduced financial stress during the waiting period.

Honest framing. Faster benefit determinations produce concentrated rather than averaged value. The platform's investment is justified for affected households (typically 5-10% of households interact with determination-based benefits in any given year) by the cash-flow value of earlier benefit receipt and the reduced financial stress during waiting periods. Across all households averaged, the per-household value is modest; for affected households it is several thousand dollars per year of earlier benefit access.

Self-Employed and Small-Business Compliance Time (Phase 3 New)

The federal compliance burden on self-employed individuals and small business owners is substantially larger than the burden on traditional W-2 employees. The Internal Revenue Service estimates that the average self-employed individual spends 22-30 hours per year on federal tax compliance alone (compared to approximately 8-13 hours for the average W-2 filer), with small business owners spending 50-80 hours or more depending on entity structure, employee count, and industry. This compliance burden is the cumulative cost of self-employment tax calculation, quarterly estimated tax filings, business expense documentation, depreciation calculations, retirement contribution paperwork, and the additional complexity that arises from running a business through the federal tax and regulatory system.

How modernized Civic Technology reduces self-employed compliance time. Direct File expansion specifically excludes self-employed filers from the simplest pre-population paths because self-employment income requires more complex calculation than W-2 income. However, modernized federal digital services for the underlying components of self-employed compliance — quarterly estimated tax payment systems, expense documentation interfaces, retirement contribution calculators, business entity registration and renewal systems — substantially reduce the time burden. The Civic Technology substantiation does not commit to fully automating self-employed compliance (which would require statutory changes beyond the Civic Technology component's scope) but does commit to digital infrastructure that reduces the administrative overhead substantially.

Concentrated value for affected populations. Approximately 16 million American households include a self-employed primary earner. Approximately 33 million American businesses are small businesses (fewer than 500 employees) that bear federal compliance burden. For these households and these businesses, the Civic Technology investment recovers an estimated 8-15 hours per year per affected entity — a substantial reduction in administrative overhead with concrete value depending on the value the affected individual places on their time.

Reduced opportunity cost for entrepreneurship. Beyond direct time savings, reduced compliance friction lowers the implicit cost of starting and operating a small business. Citizens who currently consider self-employment but are deterred by the perceived complexity of federal compliance may find self-employment more accessible when the digital infrastructure makes compliance manageable. This is a structural benefit that does not show up in any per-household calculation but produces aggregate value through increased entrepreneurship and economic dynamism.

Honest framing. Self-employed and small-business compliance time savings concentrate entirely among the 16 million self-employed households and 33 million small businesses. For these affected populations, the Civic Technology investment recovers 8-15 hours per year per affected entity, with the dollar equivalent depending on the value placed on the time. For the majority of households (W-2 earners with no self-employment income or small business operation), the direct value of this benefit thread is zero, though indirect benefits exist through the broader economic effects of reduced barriers to entrepreneurship.

Synthesis: What Civic Technology Delivers

Across the eight benefit threads, the platform's $10-15 billion annual investment in Civic Technology delivers a varied but coherent set of citizen-facing benefits. The investment recovers tax preparation costs averaging $290 per year for the half of households that currently pay for tax prep. It reduces identity theft and fraud exposure by approximately 80-85% across all households. It increases capture of benefits citizens are already eligible for, with concentrated value of $2,000-7,000 per year for eligible non-claimers. It recovers 3-5 hours per year per household in time spent on direct federal interactions, plus 8-15 additional hours in bureaucratic friction reduction. It produces functional access to federal services for the 26% of adults with disabilities and 22% of households speaking primary languages other than English. It accelerates benefit determinations by months for the households that apply for determination-based benefits. It reduces self-employed and small-business compliance time by 8-15 hours per year per affected entity.

The Civic Technology investment is unusual among the platform's commitments in that its citizen-facing value is heavily weighted toward time recovered and access provided rather than direct dollar transfers. This reflects what Civic Technology actually does: it makes the existing federal government work better for the citizens it already serves, rather than creating new programs or transfers. The dollar value is real but distributed unevenly; the time value is real but difficult to monetize without arbitrary wage assumptions; the access value is real but extends to populations rather than to averaged households. The synthesis makes clear that Civic Technology is doing genuine work for citizens across multiple dimensions, even though the work doesn't reduce to a single per-household figure as cleanly as healthcare or childcare.

What Civic Technology does not do. The platform's Civic Technology investment does not eliminate the need for citizens to interact with federal systems. It does not replace human expertise where complex determinations are required. It does not eliminate the legitimate complexity of federal programs that exists for substantive reasons. What it does is reduce the administrative friction, fragmentation, and inaccessibility that currently characterize federal digital infrastructure, making the existing programs work better for citizens than they currently do. This is an infrastructure commitment in the same sense that the platform's commitments to broadband, transportation, and energy grid modernization are infrastructure commitments — the platform commits to building infrastructure that produces value across many dimensions rather than serving a single function.

Integration with Existing Federal Programs

The Civic Technology component does not exist in isolation; it integrates with existing federal programs and authorities. Three integration patterns matter most:

Integration with Office of Management and Budget

OMB has existing authority over federal IT through the Federal Chief Information Officer (Federal CIO) within OMB's Office of the Federal Chief Information Officer (OFCIO). The Civic Technology component does not displace OMB authority; it operates within it. USDS, Login.gov, USA.gov, and Direct File continue to be coordinated through OMB; the component provides additional resources and statutory protection rather than restructuring existing authority.

This is consistent with the architectural framing's principle that Civic Infrastructure components work with existing federal authorities rather than displacing them. The Civic Technology component is additive and structural; it does not require dismantling existing institutions.

Integration with General Services Administration

GSA operates Login.gov, USA.gov, and the Technology Modernization Fund. The Civic Technology component continues these programs at expanded scale; GSA's role expands proportionally. GSA has the institutional capability to operate federal-wide shared services; the component leverages this capability rather than creating parallel infrastructure.

Integration with Department of Treasury / IRS

Direct File is operated by the IRS within Treasury. Treasury's authority over tax administration is preserved; the Civic Technology component provides resources and statutory protection that allow Direct File to expand. Treasury's coordination with state tax authorities is supported but not directed by the component.

Phasing and Buildout

Civic Technology buildout follows a phased pattern matching the broader Civic Infrastructure pillar phasing established in v2.3. The component reaches baseline capability in 5 years and full deployment in 10 years.

Phase 1: Foundation (Years 1-3)

Phase 1 establishes statutory protection for Civic Technology infrastructure and restores baseline capability that existed before 2025:

Phase 1 deliverables • Statutory establishment of USDS as permanent federal organization • Login.gov designation as primary federal identity layer with statutory mandate for federal agency acceptance • Direct File statutory establishment and continuation; expansion to additional states • USA.gov platform expansion and primary-portal designation • Section 508 enforcement infrastructure stand-up • Initial Agency Digital Services Teams in 8-12 priority agencies

Phase 2: Expansion (Years 4-7)

Phase 2 scales the foundation to full operational capability:

Phase 2 deliverables • USDS at full 600-700 staff scale • Agency Digital Services Teams across all 25-35 major federal agencies • Direct File universal across all 50 states; pre-population for majority of taxpayers • Login.gov universal across all federal services requiring identity verification • Multilingual coverage across eight major languages • USA.gov mobile app, SMS service, and phone service operational • Community navigator network operational at scale

Phase 3: Steady State (Years 8+)

Phase 3 is ongoing operations with continuous capability improvement:

Phase 3 characteristics • All Civic Technology services operating at full scale • Continuous accessibility, multilingual, and plain-language improvement • Federal-state federation expansion as states implement compatible identity systems • Procurement reform proceeding through normal acquisition policy channels • Workforce development pipeline producing technology talent at federal-government scale • Capability institutionalized to survive across administrations

Honest Acknowledgments

This substantiation is informed analysis, not finished policy. The component is bounded, the costs are estimated rather than precise, and the operational design will evolve through implementation. Specific limitations:

What This Substantiation Doesn't Settle

Identity infrastructure approach is not fully settled. The position taken (Login.gov primary, federation with state systems) addresses the architectural framing's open question but is rebuttable. Alternative architectures (purely federated, blockchain-based, or no federal identity at all) have proponents and would produce different operational and political outcomes.

Procurement reform scope is limited. Civic Technology supports procurement reform but does not fully execute it. Comprehensive procurement reform requires changes that extend across federal acquisition policy and that this component is not positioned to drive alone.

Compensation parity faces political constraints. Federal pay scale reform that allows technology talent at SES-equivalent compensation is operationally necessary for capability building, but is politically contested. The component's success depends on this reform proceeding; if it doesn't, the component's effectiveness is constrained.

Cybersecurity threat environment is rapidly evolving. Federal identity infrastructure is the highest-value target in federal cybersecurity. The cost estimates include substantial cybersecurity investment, but the threat environment may evolve in ways that require additional investment beyond what's estimated.

Privacy architecture details are not fully specified. The privacy-preserving design principles (selective disclosure, no central biometric database, citizen-accessible audit logs) are stated; implementation details are not fully specified. Privacy is a substantive engineering problem that requires implementation work to actually deliver.

What This Substantiation Doesn't Address

Federal IT modernization beyond civic-facing services. The component addresses citizen-facing federal IT (the cross-cutting digital infrastructure citizens use). It does not address agency-internal IT modernization (how agencies manage their own information systems for internal operations). Internal IT modernization is needed but is outside this component's scope.

Defense and intelligence digital infrastructure. Department of Defense and intelligence community digital infrastructure operates under different authorities and requirements than civilian federal IT. The component does not address defense or intelligence digital infrastructure; those are separate work streams.

State and local digital services. The component supports federal-state coordination where states choose to participate (Direct File state integration, Login.gov federation with state mDLs, multilingual content sharing) but does not direct state and local digital services. State and local Civic Technology is a separate domain.

Specific contractor relationships. The component shifts the federal IT spending mix from contractor-dominated to internal-dominated, but does not specify how that transition affects specific contractor relationships. Implementation will involve specific contractor decisions that this substantiation does not preempt.

What Could Go Wrong

Civic Technology component implementation faces specific failure modes that the operational design tries to address but cannot guarantee against:

Workforce shortfall. If federal pay scale reform doesn't proceed, or if the technology labor market remains as competitive as it currently is, the component may not be able to hire and retain the staff its operational design requires. Mitigation: tour-of-duty arrangements, multi-agency rotational positions, recruiting infrastructure investment.

Privacy backlash. Federal identity infrastructure raises legitimate privacy concerns; if implementation is perceived as a step toward national ID or surveillance state, political support may evaporate. Mitigation: privacy-preserving architecture, transparent governance, citizen-accessible audit logs, federation with state systems.

Cybersecurity breach. A major identity infrastructure breach could undermine public trust in the entire component. Mitigation: substantial cybersecurity investment, incident response infrastructure, transparency about security posture and any incidents.

Implementation governance failure. USDS-style organizations depend on senior leadership commitment; without it, capability erodes. Mitigation: statutory establishment, multi-administration commitment, institutional protections that survive specific leadership changes.

Vendor capture. Even with internal capability, federal IT remains substantially contractor-delivered. Strong vendor relationships can produce vendor capture that undermines the internal capability the component is supposed to build. Mitigation: outcome-based contracting, vendor-management discipline, periodic capability audits.

The Honest Bottom Line

Civic Technology is the most operationally complex component in the Civic Infrastructure pillar. Its costs are bounded; its operational design is workable; its integration with existing federal authorities is feasible. But it depends on capability building that requires sustained commitment across multiple administrations, on workforce reforms that face political resistance, on privacy architecture that requires substantive engineering work, and on cybersecurity investment that must keep pace with an evolving threat environment.

The 2014-2024 USDS experience demonstrated that meaningful federal digital services capability can be built; the 2025 dismantling demonstrated that what's built can be eliminated. The Civic Technology component substantiation establishes the operational design and resource commitment for restoration and durable expansion. Whether that durable expansion is achieved depends on political commitment that extends beyond any single administration.

“The 2014-2024 USDS experience demonstrated that meaningful federal digital services capability can be built; the 2025 dismantling demonstrated that what's built can be eliminated. Restoration is not enough; durable institutionalization is the work.”

Jason Robertson

Ohio, May 5, 2026