Policy & Practice | Fall 2025

Figure 1. AutomationTechnologies Maturity Curve

Source: Deloitte analysis

can add value. Focus on processes that are ripe for automation, involve complex decision making, or require rapid adaptability. Introducing Agentic AI affords an opportunity to reevaluate existing business processes and enable new ones. Prioritize use cases to achieve quick wins and demonstrate tangible value. that outlines the integration of AI agents into agency operations. Focus on value creation—whether it is improved customer experience, staff workload reduction, or better program administration. The plan should include clear milestones, time lines, and success metrics to guide the deployment of AI agent-powered capabilities across the organization. 2.Develop a strategic AI agent road map: Align AI initiatives with broader mission objectives by creating a detailed road map 3. Invest in infrastructure and human talent development: Identify and build the necessary infrastructure to support AI agents, including scalable cloud platforms, advanced data analytics tools, and robust cybersecurity measures. Simultaneously, invest in upskilling the workforce, focusing on technical skills and the ability to collaborate effectively with AI agents and multi agent systems. A well-prepared workforce is key to realizing the full transformation potential of AI agents.

tools and harness their full potential to change how agencies deliver their missions in the years ahead. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. In the United States, Deloitte refers to one or more of the US member firms of DTTL, their related entities that operate using the “Deloitte” name in the United States and their respective affiliates. Certain services may not be available to attest clients under the rules and regulations of public accounting. Please see www.deloitte.com/about to learn more about our global network of member firms. This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication.

4. Implement strong data governance and risk management: As AI agents become integral to agency operations, it’s important to establish strong governance frame works to manage the associated risks. Implement policies that ensure data integrity, security, and ethical use, while continuously monitoring AI interactions to safeguard against biases and unintended consequences. 5. Nurture a culture of innovation: Experimentation and continuous learning are vital to success. Empower teams to explore new applications of GenAI, iterating on initial deployments to drive ongoing improvements. LOOKING AHEAD AI agents and multi-agent AI systems represent more than just technological advancements. They represent a fun damental shift in how agencies can automate processes, improve human machine collaboration, generate insights, and respond dynamically to complex challenges, bringing human services agencies closer to realizing their own version of autopilot. This shift will enable agencies to become more effi cient, responsive, and service oriented. As human services agencies prepare to address new legislative requirements and looming financial headwinds, it is crucial for leaders to embrace these

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