Policy & Practice | Fall 2025

with AI still in its infancy, AI deploy ments must be aligned with state policies and used in such a way to ensure human oversight of any AI actions or recommendations that could negatively impact clients and families. Unlocking self-service automa tion success. At the height of the COVID-19 pandemic, the Clark County Department of Social Services rolled out a new housing benefit and deployed an AI-powered citizen self-service capability in 11 weeks. 6 The embedded AI chatbot enabled screening and customer self-service inquiries. In its first month of opera tion, the chatbot handled 122,000 inquiries, tasks that would have other wise required caseworker intervention. This freed up staff to focus on more complex issues. Effortless summaries of key docu mentation. One local human services department implemented a “caseworker companion”; a virtual assistant capable of answering caseworkers' questions about policy and procedures and another virtual interview assistant that verbally shares client rights and respon sibilities. By saving caseworkers an average of 10 minutes per application, this AI use case significantly reduced the time spent on routine tasks. Smart interviewing systems for speed and accuracy. Some local human services departments are exploring AI-based phone systems that enable individuals to complete eligi bility interviews for benefits such as the Supplemental Nutrition Assistance Program (SNAP) and Child Support paternity questionnaires via automated verbal interactions, deflecting the need for initial human interaction. These systems transcribe the data for case worker review, expediting intake while maintaining program accuracy. Efficient, no-touch document processing. The industry is exploring how AI can be used to enable no-touch document processing, both in person and via mail. In this use case, docu ments are scanned and AI translates the necessary information for eligibility processing. The expectation is that this AI use case improves efficiency and enhances the user experience, helping agencies and workers do more in less time with fewer resources.

to balance workloads and reduce pressure on local teams. n Universal caseworkers are trained across multiple benefit programs, allowing agencies to deploy staff where they’re most needed. This cross-functional approach expands the pool of available workers and prevents bottlenecks during high demand periods. For example, a reduction in work force at a major local employer can lead to a surge in benefit applications, overwhelming local eligibility staff. By assigning virtual or universal case workers, agencies can distribute the increased workload across a broader team, preventing burnout while main taining service levels. The Road to Resilience Addressing workforce challenges in human services requires a multifaceted approach, especially in light of the new mandates introduced by H.R. 1. By opti mizing operations through innovative tools, supporting staff with training and incentives, and strategically implementing technology, agencies are helping their teams thrive while meeting growing service demands. tive counties, states, and across the industry offer a roadmap for creative problem solving under pressure. These wins and workarounds are paving the way for a more resilient, effective workforce—one better equipped to deliver meaningful outcomes for the communities they serve. Reference Notes 1. https://medicaiddirectors.org/resource/ medicaid-agency-workforce-challenges and-unwinding 2. https://www.npr.org/sections/health shots/2022/04/04/1089753555/ medicaid-labor-crisis 3. https://www.kff.org/report-section/50 Change is rarely easy, but the successes highlighted in innova

A framework for AI adoption in government services. If your agency is considering AI adoption, you should explore an AI framework designed to support government modernization efforts. 7 These frameworks can help identify high-impact AI use cases and guide successful implementation of AI to improve health and human services benefits delivery. Revitalizing Workforce Recruitment and Retention Recognizing the importance of retaining skilled staff, agencies are pri oritizing new initiatives to strengthen workforce stability and engagement. Goal-oriented dashboards. In addition to modernizing the user experiences of their workers, some agencies are incorporating motiva tional techniques to incentivize them. Gaming theory models have been used to create challenge dashboards to encourage workers in achieving timeliness and processing goals. This allows workers to constantly measure their progress toward targets, imme diately see their accomplishments, and have an increased sense of success in achieving completion of otherwise mundane or time-consuming tasks. Performance and retention bonuses. To motivate employees and encourage long-term commit ment, some government agencies are offering milestone-based retention bonuses. These incentives are often paired with career development opportunities and training programs to support professional growth and job satisfaction. Fast-track training programs. Enhanced onboarding and accelerated skill development programs can help new hires become productive more quickly. By shortening learning curves and reducing early attrition, these programs mitigate the impact of work force gaps and help agencies address rising vacancy rates. Virtual and Universal Caseworker Models To better manage fluctuating demand, agencies are adopting flexible staffing models: n Virtual caseworkers can support operations across regions, helping

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4. https://hubs.la/Q03zP8JY0 5. https://hubs.la/Q03zPcMg0 6. https://hubs.la/Q03zPhCJ0 7. https://hubs.la/Q03zKZbC0

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Fall 2025 Policy & Practice