In October 2013, the launch of Healthcare.gov marked a significant moment for the U.S. government in terms of digital services; however, it quickly faced challenges, with only 2,000 simultaneous users causing the site to crash. This moment highlighted the government’s struggles with technology and initiated a quest to improve digital services within public administration. From this need emerged 18F, a unique digital consultancy aimed at revitalizing government technology by incorporating innovative solutions from tech experts.
18F was established on March 19, 2014, by the Presidential Innovation Fellows and operated as part of the Technology Transformation Services within the General Services Administration (GSA). The name 18F is derived from the address of the GSA headquarters at 1800 F Street. Sadly, on March 1, 2025, just before its 11th anniversary, the Trump administration dissolved 18F and let go of its many staff members, raising concerns about the continuity of digital services.
As a researcher focused on public administration and technology, I’ve witnessed how vital 18F has been for enhancing digital government services. The closure of the agency has sparked anxiety over the future of these services and the absence of expertise that 18F provided.
During its tenure, 18F filled a critical niche as an in-house digital consulting group, working alongside various federal, state, and local agencies. The teams at 18F, composed of designers, software engineers, product managers, and strategists, did not only address immediate technical challenges; they built, purchased, and shared technology to improve citizens’ interactions with government services. Many people might not know about 18F, but it is highly likely that they have engaged with its work, such as project initiatives that have redefined user experience with the U.S. government.
One notable success of 18F was its collaboration with the Internal Revenue Service to develop IRS Direct File, a free online tool that simplifies the tax filing process for millions of Americans. As of today, IRS Direct File operates in 25 states and aims to assist around 30 million eligible individuals during the upcoming tax filing season. 18F has also played a pivotal role in securing digital platforms like Login.gov, which provides a secure single sign-on access for various government services, streamlining user interactions.
Among its key contributions was the creation of the U.S. Web Design System, developed in partnership with the U.S. Digital Service. Launched in 2015, this comprehensive tool supports numerous agencies, making nearly 200 government websites more accessible and tailored to user needs.
A critical aspect of 18F’s success was its unconventional approach to project management. Rather than resorting to lengthy and often ineffective procurement contracts, 18F prioritized agile development methodologies. This method, borrowed from the fast-paced world of Silicon Valley, emphasizes flexibility, rapid iteration, and regular user feedback, allowing teams to adapt to changing requirements continuously.
Additionally, 18F embraced a user-centered design ethos. The focus was on understanding the needs of those using government services, enabling the design of digital products that are not only functional but also user-friendly. The aim was to create a consistent experience that users could trust. Furthermore, 18F ushered in a shift toward open-source development, promoting transparency and collaboration. This factor helped reduce costs and allowed various agencies to share and reuse code, significantly enhancing efficiency.
18F also contributed to building technological capacities within government agencies by providing training on software development and vendor management, particularly after it expanded its services to state and local governments in 2016.
The disbanding of 18F signals a significant shift, raising questions about ongoing and future digital projects. There’s growing concern that without a clear succession plan, federal agencies may lose vital support in their efforts to modernize technology services. Critics have voiced worries about the gap in technical expertise that 18F’s departure leaves behind.
As many agencies face personnel changes and budget cuts, the demand for effective digital services is expected to rise. Since the announcement of 18F’s closure, former team members and advocates have taken to social media platforms to reflect on the agency’s contributions, celebrate its legacy, and share resources that embody its mission.