Policy & Practice | Fall 2025

The Magazine of the American Public Human Services Association Fall 2025

Emerging Technology and Process Innovation

Modernizing for the Future of Human Services

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contents

Vol. 83, No. 3 Fall 2025

features

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Driving Human Services Technology and Process Innovation

The Next Frontier of Efficiency for Human Services with Agentic AI Increasing Productivity and Improving Client Experience

From House to Neighborhood Future-Ready Medicaid and Health and Human Services in New Mexico

Opportunities for Modernizing and Aligning Service Delivery for America’s Communities

departments

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4 From Our Partners

From Assessment to Automation: A Blueprint for Human Services Program Modernization

6 From Our Partners

Enhancing CFSR Preparation and Performance with AI and Machine Learning

Wins & Workarounds Innovative Approaches to Workforce Challenges in Human Services

Reimagining Public Services How Colorado is Using Product Thinking to Build Human-Centered Systems

8 State Insights

Artificial Intelligence in Child Welfare

38 Technology Speaks Unlocking FFPSA Funds:

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A Prevention-First Approach

40 Technology Speaks

Enhancing Service Delivery in Health and Human Services with Agentic AI

42 Technology Speaks

Rethinking Workforce Development in Human Services: AI-Powered Excellence in Child Welfare Training from Wyoming to New York Raffaele Vitelli, Vice President, Professional Services Alexis (Lexie) Kuznick, Director, Policy and Government Relations

Unsung Heroes Delivering Sustainable Results for Agencies and the Communities They Serve

Harnessing Agentic AI for One-Touch Eligibility Processing A Strategic Imperative for Public Services Agency Reinvention

45 Staff Spotlight

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Fall 2025 Policy & Practice

APHSA Executive Governing Board

Chair Grace Hou, Secretary, Illinois Department of Human Services Vice Chair Rodney Adams, Principal/CEO, R Adams & Associates Treasurer Kathy Park, CEO, Evident Change Leadership Council Chair Kelly Kennedy Garcia, Director, Iowa Department of Health and Human Services Local Council Chair Dan Makelky, Director, Arapahoe County (CO) Department of Human Services Affinity Group Representative Karen Godnick Barber, General Counsel, Vermont Department of Mental Health Elected Director Derrik Anderson, Executive Director, Race Matters for Juvenile Justice Elected Director Vannessa Dorantes, Managing Director, Casey Family Programs

Elected Director Christine Norbut Beyer, Commissioner, New Jersey Department of Children and Families Elected Director Kristi Putnam, Executive Policy Advisor Elected Director Sherron Rogers , Vice President & CFO, Johns Hopkins All Children’s Hospital Elected Director Jennifer Sullivan , Enterprise Senior Vice President, Strategic Operations, Atrium Health Elected Director Eboni Washington , Director, Government and Community Relations, Action for Child Protection Immediate Past Chair Dannette Smith, Commissioner, Behavioral Health Administration President & CEO Reggie Bicha, President & CEO, APHSA

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Policy & Practice Fall 2025

Policy & Practice™ (ISSN 1942-6828) is published four times a year by the American Public Human Services Association, 1300 N. 17th Street, Suite 340, Arlington, VA 22209. For subscription information, contact APHSA at (202) 682-0100 or visit the website at www.aphsa.org. Copyright © 2025. All rights reserved. This magazine may not be reproduced in whole or in part without written permission from the publisher. The viewpoints expressed in contributors’ materials are the authors’ own and do not necessarily reflect the policies or views of APHSA. Postmaster: Send address changes to Policy & Practice 1300 N. 17th Street, Suite 340, Arlington, VA 22209

President & CEO Reggie Bicha Communications Director Jessica Garon jgaron@aphsa.org

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Fall 2025 Policy & Practice

from our partners

By Pat Aguilar

From Assessment to Automation: A Blueprint for Human Services Program Modernization

M odernization, automation, and optimization remain strong driving forces behind the evolution of public programs. Across the country, human services program leaders are seeking modernized workforce models, automated processes, and optimized technology to address inefficiencies and drive continuous improvement. As you explore new technology and other opportunities for innova tion for your program, continue to be mindful of the impact on and inte gration with your staff, workflows, and assignments. Your program will benefit most from technology invest ments—whether modernizing or replacing systems—when its processes are streamlined, and this requires a complete understanding of your infra structure and operations. Break the Rework Cycle to Achieve First Contact Resolution Program processes are intercon nected—one delay can halt or limit the effectiveness of an entire decision loop. If an initial process is not completed promptly, your staff will be burdened by workarounds, spending critical time reworking processes that should have already been completed. An incomplete or delayed initial process also leaves the public waiting for information, services, or benefits. For example, customers may make repeated inquiries to learn the status of an application, creating addi tional tasks and further diverting your staff from other work activities. In short, to become more efficient and effective, it’s critical to minimize

rework by creating streamlined business and technical processes focused on first-contact resolution. Gain a Full Picture of How Your Program Functions Completing a program assessment allows you to identify and document the ineffective components of your pro gram’s current business and technical processes. These components create bottlenecks, necessitate manual work arounds, or generate additional work. They may include multiple manual steps or require data entry numerous times. Consider bringing in an indepen dent and experienced partner with expertise in public policy, government

program operations, and process opti mization to guide you through these four key steps: 1. Collect data. Use focus groups, surveys, and observation to under stand how much work exists, how long tasks take, and how your staff experiences their work. Knowing exactly how long it takes to complete a work activity strengthens your analysis. 2.Map processes. Identify the data flows and note the business process handoffs and bottlenecks. 3.Analyze results. Identify repeti tive tasks and other root causes that present opportunities to create efficiencies. Assess where skills and

Illustration by Chris Campbell

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Policy & Practice Fall 2025

staffing support efficiency—and where they don’t. 4.Make decisions. Re-engineer processes, revise policies, develop leaders, implement best practices, align staff roles with skills, and invest in smart technology to drive efficient operations. Select a Partner for Staffing Analysis Support Institutional knowledge is essential when you operate complex programs, and staff attrition can disrupt continuity and performance. A staffing analysis that includes work assignments and skills, workflows, maturity in adopting best practices, and task-supporting systems can reveal the proper training, reassignments, or contracted support needed to regain that balance. When completing a staffing analysis, select a partner that prioritizes building trust with your team before segmenting workflows and analyzing staff roles. Those who have previously served as government employees in similar programs understand and appreciate the hard work they observe from your staff. Their empathetic

viewpoint helps them better under stand the time and expertise necessary to perform each specific business process within your program. Apply Smart Automation to RoutineTasks Once you understand your opera tions and address root issues, you can start identifying how and where to apply smart automation for targeted improvements. By matching operational challenges with new tech nologies, you can boost work output, increase staff effectiveness, and deliver services faster to program participants. This approach has already shown positive results for states in practice, including the ability to bring intel ligent document processing to the program mailroom. For example, Maximus supports a state program where handling returned mail with forwarding addresses was a persistent pain point. The routine task of handling thousands of pieces of mail used precious staff time and delayed the process. Our pilot program applied AI-powered intelli gent document processing with

97 percent accuracy and minimal manual work. This reduced data entry by nearly 20 percent, allowing the state to redeploy staff to higher-value tasks. The Future of Modernization Calls for government efficiency are not new. With careful planning and execution that considers both technology and staffing, your invest ments can be optimized. Partnering with vendors experienced in business process reengineering can help states Pat Aguilar is the Managing Director of Program Modernization Services at Maximus, where he leads a nationwide team focused on optimizing service delivery through business process improvements and system automation. With more than 35 years of health and human services experience, Pat has successfully led major system modernization projects across state SNAP, TANF, Medicaid, child support, and child welfare programs. deliver a modern approach that improves program operations.

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Fall 2025 Policy & Practice

from our partners

By Paige Rosemond

Enhancing CFSR Preparation and Performance with AI and Machine Learning

F or state agencies responsible for protecting and serving communi ties across the nation, the stakes are high. When a child welfare system is not performing optimally, the impact can be profound. To maintain continuous improvement, states undergo periodic evaluations for federal accountability and quality improvement. However, the federal review process—the Child and Family Service Review (CFSR) adminis tered by the Children’s Bureau of the Administration for Children and Families (ACF)—comes with its own set of burdens and issues. The goal of the CFSR is to ensure that state child welfare systems are effectively promoting the safety, per manency, and well-being of children and families. Its process includes: n Statewide Assessment: Each state conducts a self-assessment to evaluate its performance in key areas. n Onsite Review: Federal and state teams visit selected sites within the state to conduct interviews, review case files, and gather additional data. n Program Improvement Plan (PIP): Based on the findings of the review, states develop and implement a PIP to address identified areas for improvement. n Final Report: ACF issues a final report summarizing the review findings and highlighting best prac tices and areas needing attention. The Challenges Despite its noble goals, the CFSR process is an imperfect tool that poses significant challenges to states.

requirements strain the capacity of even the well-equipped agencies. n The periodic nature of the review cycle introduces another set of challenges. Evaluations conducted at specific intervals can overlook ongoing issues and emerging trends, delaying the identification of critical problems and the implemen tation of solutions. Consequently, children and families may not receive timely interventions, leading to negative outcomes. The absence of continuous monitoring fosters a reactive environment,

n One of the most pressing is the complex and resource-intensive nature of the evaluations. States struggle to allocate the necessary resources, including staff time; the allocation of skilled manpower; and financial investment. This burden is especially pronounced for smaller agencies with limited budgets. Prioritizing comprehensive reviews while managing these constraints can divert attention and resources from direct service delivery to families in need. The extensive data analysis and documentation

Illustration by Chris Campbell

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Policy & Practice Fall 2025

where agencies struggle to address challenges proactively. n Moreover, the CFSR’s reliance on traditional data-collection methods poses further limita tions. Manual input and traditional analysis techniques are prone to errors, biases, and inefficiencies, affecting the accuracy and reliability of review outcomes. The com plexity and time-consuming nature of manual analysis can delay the identification of critical trends and emerging issues. These limitations can hinder child welfare agencies from fully understanding their per formance and determining effective improvement strategies. The CFSR’s periodic nature, complexity, and unrepresentative sampling methods can hinder the effectiveness and timely improve ments of state programs. Facilitating CFSRs Through AI and Machine Learning Integrating artificial intelligence (AI) and machine learning into state processes offers a promising solution to many of the challenges faced during the CFSR. AI can analyze vast amounts of data quickly and accu rately, reducing the time, manpower, and financial investment required for comprehensive evaluations. This alleviates resource constraints smaller agencies faced, allowing them to participate effectively in the review process without diverting attention from direct service delivery. By employing advanced algorithms, states can enhance the accuracy and reliability of review outcomes, cap turing the nuanced realities of child welfare practice more effectively. Continuous monitoring facilitated by machine learning allows for real-time evaluation and timely identification of ongoing issues and trends, positioning agencies to implement improve ments swiftly, benefiting children and families without delay while fostering a culture of continuous improvement. Leaving behind the traditional and manual approach to data collection and analysis and adopting a com prehensive and automated approach empowers agencies to identify areas

for improvement, implement effective interventions, and ultimately improve outcomes.

tools serve as an “extra set of eyes” to provide valuable insights, questions, and opportunities for improvement. By reviewing not only case contacts, but also assessment tools, court nar ratives, and provider documents, it generates feedback to workers while they are engaged with families, facilitating reflection and action to improve performance at both indi vidual case and aggregate levels. n Timeline View for Comprehensive Content Review: A timeline view allows workers or supervisors to review case content by date, including AI summaries of case contacts and analyses of safety, permanency, and well-being. Users can filter by content type, choosing to view specific contacts, such as those with the child or other participants, face to-face contacts in the home, or office meetings with the mother. In the same screen, users see a summary of the contact narrative, including par ticipants, assessments, and the date, time, and location of the contact. By providing real-time feedback, advanced case review tools, and AI-driven insights, RedMane’s Expert Practice Advisor helps workers engage more effectively with families, making informed decisions that promote safety, permanency, and well-being. This innovative approach not only supports continuous improvement within the workforce but also facili tates the delivery of timely, responsive, and high-quality services. A Call to Action It's time for policymakers, child welfare agencies, and stakeholders to unite in the adoption and integration of AI and machine learning technologies. By investing in these advancements, we will have a transformative impact on child welfare services, helping every child receive the care and support they deserve. Let us take decisive action now to pave the way for a future where technology drives excellence in child welfare, benefiting children, families, and communities nationwide. Paige Rosemond , MSW, is the Director of Innovation at RedMane Technology.

A Model Solution: RedMane’s Expert Practice Advisor

RedMane Technology’s Innovation Team, a group combining decades of experience in both human services and software development, is deter mined to harness the power and promise of AI and machine learning to answer the challenges of the CFSR. The Expert Practice Advisor is a tool designed to enhance states’ ability to assess and address child welfare practice and performance by offering the following functionality: n Analyzing Every Case Contact: RedMane’s Expert Practice Advisor analyzes each case contact to determine if safety, permanency, and child well-being—the founda tional components of child welfare practice—have been assessed. These determinations are supported by detailed explanations based on policy and practice guidelines. The tool aligns its analysis with the ACF’s first CFSR framework from 2001. n Building Trust Through Transparent Analysis: The Expert Practice Advisor increases trust among workers, supervisors, and leadership by providing clear expla nations for its assessments. This transparency helps stakeholders understand the rationale behind each evaluation, fostering confi dence in AI-driven reviews and supporting their adoption. n Providing Real-Time Feedback for Continuous Improvement: The Expert Practice Advisor delivers immediate feedback on every contact, allowing staff throughout the hierarchy to review casework promptly, incorporate findings into future contacts, and improve practice continuously. With this dynamic feedback loop, there is no longer a need to wait and react to court, citizen review, departmental, or federal case review processes. n Offering Enhanced Case Review Tools: RedMane’s Expert Practice Advisor uses machine learning and AI to review practices in real time. These

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state insights

By Heidi E. Mueller

Artificial Intelligence in Child Welfare

R ecently, I was asked how tech nology like AI and the data delivered by that technology are helping my team and me address chal lenges and work toward achieving our goals for the Illinois Department of Children and Family Services (DCFS). It’s an interesting question. Child welfare agencies are run on human power: with caseworkers and clinicians who provide support, and families and foster parents who provide homes and loving care. We face very human challenges: ensuring that our families have the resources they need to stay together safely and when that’s not possible, helping our kids find perma nent, loving homes; delivering the right services for the right amount of time for young people who have physical health and behavioral health challenges; and making sure that youth who are aging out of care are set up for success as young adults—just to name a few. Having the right data—information about a specific family or agency-wide trends—is critical in helping us under stand and address these challenges. In child welfare, accessing the right data can be difficult because most of the information about our children and families is captured in the reporting and observations by our staff contained in case notes. That’s why analysis of narrative data is so important. For more than two years, DCFS has been using AI from Augintel to access nar rative data to deliver insights that leadership can count on, better identify the needs of the families we serve, and empower staff. Here are just three examples of the impact of this work. Informed Data Delivery Our use of AI, and more specifically, natural language processing (NLP),

has greatly increased the accuracy of our data and expanded the amount of information we are able to gather. As a leader, it can be challenging to figure out how to access case note data to identify trends or evaluate processes. A recent DCFS audit pertaining to meeting inves tigation timelines is a great example. In Illinois, child protection inves tigators are required to make good faith efforts to visit, in person, alleged child victims within 24 hours and alleged perpetrators within seven days. Although, in most cases, inves tigators are able to conduct in-person visits within these timeframes, in some cases, despite good-faith efforts, a visit within these timeframes is not possible. These good-faith efforts, however, are often only recorded in narrative case notes, making them nearly impossible to quantify. Consequently, we have been unable to provide a comprehen sive account of our efforts, leading to underreporting and a lack of acknowl edgment of our caseworkers’ hard work and diligence. With the implementation of NLP to analyze narrative case notes,

the agency was able to verify, with data, thousands of investigations where good-faith efforts were made within the required timelines. These data resulted in much more accurate reporting and allowed us to evaluate and demonstrate significantly improved compliance. Data-Driven Approach to Identifying Unmet Needs Helping children and families thrive in our care requires a comprehensive understanding of their unique needs and delivery of the right services to address those needs. Caseworker notes are key to understanding those needs. One example of this is with our Home Visiting teams. They used NLP to identify cases of pregnant women in intact families across the state. Through this process, they discovered an addi tional 621 pregnant women who were not previously identified in the records. This new insight enhanced the team’s ability to identify unmet needs and provide available services to expectant mothers to address those needs.

Illustration by Chris Camnpbell

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Data-Empowered Staff At DCFS, we have set a goal to

related to the child for potential place ment options and ongoing support until permanency was determined. With the child in care for multiple years, there had been several case workers assigned at various times, so there was a very large volume of notes. With Augintel, the caseworker quickly located an aunt, uncle, and another extended family member who had been mentioned in the notes more than two years earlier. These family members didn't know the child was in care and were immediately willing to complete the necessary steps to provide a home and support. As of today, the child is living with their aunt and uncle, and the extended family member helps the child with school, activities, and provides additional support. AI empow ered the caseworker to deliver on DCFS’s commitment to that child. Building on DCFS’s significant accom plishments in reducing caseloads and increasing staff capacity, AI is making a significant impact in supporting the way caseworkers work, helping them reduce hours spent on paperwork, and reconnect with the purpose and passion that brought them to this job in the first place. Recently, a caseworker

shared with me the impact of Augintel’s NLP technology on her work. Instead of manually searching through files to complete her paperwork, she was able to devote that time to sitting down with a family to understand their goals and challenges and build a stronger rela tionship. She said, “This work is what I came to DCFS to do!” Research shows that the more time a caseworker can devote to truly understand a case and to develop a relationship with the youth and family, the more likely that youth will find a permanent home where they can grow and thrive. I call this a virtuous cycle—the more time we have to engage, connect, and communicate, the better we can do! DCFS has seen AI enhance this virtuous cycle by creating more space and time for the human-powered part of our work and by providing us with better information to assess how we’re doing—data we simply couldn’t access in the past. As we look to use AI to help us achieve our mission, we feel that we are only limited by our imagination. Heidi E. Mueller is the Director of the Illinois Department of Children and Family Services.

become the best child welfare agency in the country. A big part of achieving that goal is empowering our workers with the information they need to do what they do best—casework. Supporting the KIND Act is a great example. Earlier this year, Governor Pritzker signed the KIND (Kinship in Demand) Act into law, bringing additional focus and resources to placing children with relatives when reunification with parents isn’t possible, while ensuring those relatives receive the appropriate financial support. Identifying family members and fictive kin who may be able to provide a loving home for a child is at the heart of achieving this goal. Using AI, we are able to instantaneously search thousands of pages of case notes to identify possible family contacts that would otherwise require hundreds of hours of manual searching. That means faster, more accurate family finding, which helps us ensure more of our youth have a family home to live in. One caseworker tells this story: A 14-year-old youth had been in care for several years, and the caseworker needed to locate individuals who are

APHSA’s blog, The Catalyst , encourages the exchange of creative ideas and promising initiatives to strengthen the human services sector and accelerate our collective impact. Featuring content from members, partners, and staff, our blog posts focus on what it takes to build well-being from the ground up. Organized around areas of impact as well as a variety of special series, our goal is to spark new ideas and accelerate the spread of promising approaches that help realize our shared vision for thriving communities built on human potential.

Read the Latest Post, Visit https://aphsa.org/the-catalyst/

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Fall 2025 Policy & Practice

Driving Human Services Technology and Process Innovation

Opportunities for Modernizing and Aligning Service Delivery for America’s Communities

This article is a reprint from APHSA’s series, Courageous Imperatives for Human Services , which provides recommendations to the current Administration and Congress to help develop strategies that unlock the potential of human services. To learn more about this series, visit our Election Transition Recommendations at: https://aphsa.org/election-transition-recommendations/.

Courageous Imperative: Modernize human services technologies through process innovation, enhanced cross-programmatic interoperability, and strategic systems implementation.

coordinated approach to technology modernization across the human services sector can lay the groundwork for sustainable and scalable improvements to public service delivery. We no longer need to build information technology systems one program at a time. Federal policymakers should pursue technologies that cut across federal programs, simplifying engagement for clients, reducing duplication of work for states, and increasing accuracy and integrity in all programs. Each year, state, county, and city human services agencies invest billions of dollars in technology, nearly all of which are matched by federal funds. The federal government plays a key role in human services innovation, contributing significantly to the resourcing of human services Information Technology (IT), covering between 50 to 90 percent of devel opment and maintenance expenses, depending on the program. One of the biggest challenges in delivering effective human services is overcoming the fragmented funding streams, rules, requirements, and operating agencies that keep our systems and sectors disconnected. The federal government sets IT policy, systems, and funding from Washington down, rather than starting from the experience of the American people and building solutions up. The results are disjointed, misaligned, burdensome, and expensive. To receive federal financial participation (FFP), states must submit a plan for approval, which grants the federal government influence over the planning, direction, and procure ment of human services systems. This process was intended to enable federal agencies to ensure system development meets federal requirements. However, the current process for submitting plans and having them approved represents a significant administrative burden for state agencies. Between the extensive time required for planning, submission, and final negotiations and approvals of plans, it is common for it to take more than a year for a state to begin a procurement. It then commonly takes another year for agencies to complete the competitive procurement process. The result across the United States is a typical three-year development timeline for a new system. From initial planning to implementation, the entire process takes approximately five years to complete. Meanwhile, requirements often change, and new technologies emerge. l Increased efficiency and alignment through strategic deployment of shared technologies. l Improved customer service, workforce retention, and quality control when workers are freed from repetitive administrative tasks and enabled to do value-added, interpersonal services. 2. Efficiency and Simplicity l Simplified program access for customers; more efficient program administration for workers; and removed barriers to service delivery for providers. l Simplified and modernized federal technology policy and funding mechanisms to enable efficient program administration and to build and maintain modern interoperable systems. A Outcomes 1. Integrity and Accuracy l Improved program integrity and payment accuracy by adopting Artificial Intelligence (AI)-enabled service delivery processes and analytic tools.

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Fall 2025 Policy & Practice

This process is duplicated by multiple federal agencies or divisions of agencies. Another unintended consequence of the current IT planning and financing structure is the development and purchase of software solutions duplicated across states, each of whom procure their own solution for each individual program, often with federal matching funds. Federal agencies spend resources certifying and monitoring the compliance of each individual system. Growth of AI-Powered Solutions AI technology has become much more pronounced in IT solutions on the market in recent years. The opportu nity for effective use of this advancing technology could be endless. Yet, the federal government’s approach to developing guidance to states and our partners on the use of AI is being provided uniquely and distinctly through each federal agency. This approach runs the risk of repeating past experiences of each agency devel oping its own rules and guidance that are misaligned with other federal agencies or programs, or in the worst case, conflicts with the same. Effective technology modernization and AI adoption, policy simplifica tion, and streamlined workflows can solve persistent challenges agencies

face. By embracing AI and other technological innovations, agencies can create efficiencies that reduce administrative costs, directing more resources toward providing services. Such changes can enhance program outcomes, improve time and cost effi ciencies for both workers and program participants, and strengthen program integrity. Despite significant interest at the state, county, and city levels of government, human services agencies have not yet been able to fully adopt technological advancements such as AI, robotic process automation (RPA), payment technology advancements, and other innovations that promise to improve the efficiency and effective ness of human services. The Trump Administration can catalyze a sig nificant shift toward a more efficient and customer-centric human services system by supporting tech-enabled program innovation. We encourage the Trump Administration to pursue a new path by aligning and coordinating federal rules and guidance to states on AI that are consistent and uniform across federal programs whenever possible and to reverse policies that limit the use of these advanced technologies. EBT Modernization Needs The growth of skimming benefits from Supplemental Nutrition

Assistance Program (SNAP) par ticipant’s Electronic Benefit Transfer (EBT) cards has become an epidemic across the country. In response to the continued challenges that states are facing with EBT fraud from skimming, the American Public Human Services Association (APHSA) conducted a nationwide survey of our members in November 2024 to assess how states are responding and taking action to enhance EBT security and reduce the chances of third-party theft from SNAP EBT cards in the future. Most states reported the prevalence of SNAP EBT fraud continues to grow, with more than 60 percent of states reporting that fraud is more prevalent now than in 2022 when legislation was first passed to replace grocery benefits that were stolen from customers. States are working aggressively to expand EBT security measures, with each of the 43 states who responded sharing that they have implemented new strategies in the past two years. Yet, the most effective measure that we have at our hands to end skimming of federal benefits is to embed “chips” into EBT cards. But upfront costs and dedicated funding are the most significant chal lenges to transitioning to chip cards. Investments in technology to reduce skimming and modernize anti-fraud technologies should be shared between states and the federal government.

Technology and Process Innovation

Key Issues: n State human services agency leaders navigate complicated and time intensive requirements to gain approval from the federal government to test innovations and introduce new technologies to administer federal benefit programs. n Merit staff requirements in SNAP require eligibility and certification functions be done by public sector “merit” employees. Not only does this requirement prevent the use of qualified contractors, which could reduce costs to government, the USDA interprets this requirement as preventing the use of AI, RPA, and other technology innovations. n Insufficient resources are provided for states to pursue technological advancements to reduce stolen federal benefits.

Key Opportunities: n Streamline and modernize the process and reduce the approval timeframes for the Advanced Planning Document (APD) processes, including the elimination of the “major change requirement,” which would allow states to implement new technologies without seeking additional federal approval. n Encourage innovation by simplifying the process for approving program waivers, conducting program demonstration projects, (including eliminating the cost-neutrality requirement), and encouraging states and local governments to test the use of new technologies. n Give states the flexibility to use non-merit staff and automation to perform necessary eligibility and certification functions in SNAP. n Increase the administrative matching funds for states to 90 percent for costs associated with implementation of chip enabled Electronic Benefit Transfer (EBT) cards for a period of three years.

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Data Sharing and Interoperability

Key Issues: n Only limited data sharing or other interoperable polices and solutions exist across federally funded programs and systems, despite serving the same individual and/or family and using the same service providers. n Siloed system implementation that repeats common functionality (intake, eligibility, case management, provider management, financial management) and requires the same data elements to be entered multiple times for different federal programs. n Duplication of processes, multiple systems and protocols, and lack of federal coordination adds costs, increases risk of fraud and errors, and diminishes the client experience with government services.

Key Opportunities: n Work with states, counties, and other public human services agencies, as well as the IT vendor community, to explore and pursue new approaches to planning, developing, purchasing and implementing IT solutions that states and local governments can use to administer federal benefit programs. n Create technology modernization changes that reduce layers of federal approval, speeds, implementation of technology advancements for state and local human services agencies and reduce costs for all levels of government. n Facilitate coordinated and aligned rulemaking and provide clear, uniform guidance with regard to use of AI across federal agencies to ensure consistent guidance to state and local human services agencies. Key Opportunities: n Direct clear authority across human services and workforce development programs to share individual-level data for the purpose of program administration while respecting individual privacy and providing the necessary consent language, driving efficiency and effectiveness across health and human services programs. n Increase the federal financial participation for all systems development and maintenance to the 90/10 Medicaid rate if states meet federal requirements for interoperability. n For receipt of federal funding (through the ADP process), require that proposed solutions include the following: – Human-centered design principles to redesign systems based on the needs and experiences of human services customers – Demonstrate how solution components/modules can be leveraged or re-used by other programs; – Require the use of interoperability technologies and standards to facilitate cross-system and thus cross-program data sharing and case management; and – Require continuous testing and monitoring of an AI-based system during its deployment in government operations to mitigate risks.

Strategic Systems Implementation

Key Issues: n The absence of a coordinated federal-to-state technology strategy in the administration of federal benefit programs impedes scalable modernization efforts among states and perpetuates inefficiencies in the use of taxpayer supported federal match funds. n State, city, and county agencies must interpret and reconcile separate guidance from multiple federal agencies regarding AI adoption and the use of other technology innovations.

We encourage the federal government to respond to this epidemic of fraud by enhancing funding to states for a limited period of time to build neces sary chip-enabled technology. Taking Action: Opportunities for Impact The Trump Administration can help human services agencies unlock the

promise of advancing technology to improve program delivery by taking action to catalyze innovation and by instituting policy and planning changes that assure systems interoperability. Conclusion APHSA and our members are committed to working with the Administration to strengthen the

nation’s human services system so it continues to provide foundational support to families across the country. Through leadership, innovation, and executive action, human services programs can become an instrumental tool to attain our national priorities of health, well-being, and prosperity for all. To discuss our recommendations, please reach out to policy@aphsa.org .

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Innovative Approaches to Workforce Challenges in Human Services & Wins Workarounds

By Walt Sedlazek

The Workforce Conundrum In the wake of H.R. 1, officially titled as the “One Big Beautiful Bill Act,” the human services sector is at a critical juncture. Workforce shortages, rising service demands, and increasingly complex policy environments have created conditions where traditional approaches to recruitment, retention, and service delivery are no longer sufficient. Industry and media reports, in combination with government agency engagements, highlight the scale of the workforce crisis. For example: n The average state Medicaid agency vacancy rate stands at 17 percent, with some states experiencing rates as high as 30 to 40 percent. 1 n A State Medicaid Director noted that 15–20 percent of their eligi bility staff were new hires and lacked experience. 2 n Conversations with a county eligibility director revealed they face a 28 percent staff turnover rate, a five-month hiring process, and a three-year timeline for caseworkers to be fully trained. n A recent KFF report on Medicaid programs stated, “many states raised the need for systems modernization or essential maintenance as an ongoing administrative challenge.” 3 Inexperienced staff, prolonged hiring cycles, high attrition, limited resources, and outdated systems all contribute to the difficulty of maintaining efficient service levels. This article explores practical and forward-thinking strategies that human services organizations are using to address workforce challenges. From adopting advanced technologies to streamlining operations, these strategies are reshaping service delivery and sup porting critical workforce needs. With the expanded requirements and tight timelines introduced by H.R. 1, addressing these workforce issues is more urgent than ever.

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Tracing the Origins of an Overburdened Workforce Evolving requirements and complex policies. The human services workforce operates within a complex and ever-changing landscape of regula tions and funding constraints. Shifting policies around eligibility, verifica tion, and reporting requirements, and nuanced differences across programs add layers of complexity that require extensive training and experience to master. Combined with high turnover rates and staff shortages, this means the level of expertise needed to effec tively and accurately manage these complex programs and interactions is often lacking. Expectations to do more without additional resources. Agencies face mounting pressure to improve efficiency in light of constrained resources. They are tasked with tackling service backlogs, meeting tighter benefits-processing timelines, and achieving increasing accuracy targets to deliver error-free operations. At the same time, they are expected to provide a better experience for appli cants and beneficiaries while adapting to new requirements and policies, without additional resources. This intensifies the strain on agencies and their workforce. Outdated and inflexible technology. Legacy systems often neg atively impact operational efficiency and collaboration, making it difficult to share information, modernize services, and deliver a seamless experience for both caseworkers and citizens. These outdated systems hinder case workers’ ability to perform effectively, contributing to frustration and high turnover. This can be particularly true among younger hires accustomed to the modern user experience provided

in new technologies. Despite the increasing need for digital transforma tion, funding constraints often leave agencies reliant on systems built for a bygone era, which impacts their ability to adapt to the demands of societal or legislative change. Recruitment and retention struggles. An aging workforce, high vacancy rates, long onboarding processes, and employee burnout dominate the human services work force landscape of today. Agency staff are being further impacted by ongoing, major policy changes. Multiyear initiatives with compressed timelines, like H.R. 1. and Medicaid Unwinding, are exacerbating burnout and driving increased turnover. As a result, agencies face a shortage of experienced caseworkers, even as demand for services continues to rise. Shifting Gears: Innovations Driving Workforce Efficiencies In light of these challenges, states and government agencies are implementing creative and resourceful strategies to strengthen their workforce. Leading to Improved Outcomes Modernization of systems must work hand-in-hand with transforma tion of business processes to deliver meaningful outcomes. Organizations cannot unlock real value with their modernization investments by simply digitizing existing workflows. This practice, often referred to as “paving the cow path,” ends up preserving rather than improving outdated processes. Instead, agency leaders are seeking to reevaluate their key workflows and leverage technology to create new, high-value processes that improve outcomes across program operations. These end-to-end digital services empower residents to engage in no- or low-touch applications, auto renewals, and self-service inquiry workflows independently, with minimal case worker intervention. This offloads routine work from caseworkers and improves the user experience for case workers and citizens alike. Modernization and Transformation Initiatives

A smarter user experience boosts productivity. One Midwestern state’s Department of Social Services reimagined its legacy systems and pro cesses. By reengineering workflows, enabling self-service, and integrating major benefits programs under a new, modern platform, the agency signifi cantly reduced Medicaid processing times and call center wait times. The modernization and transformation investment not only made it easier and more efficient to do business with the department, but the improved user experience was also a key factor in lowering staff turnover and recruiting new caseworkers. Phased automation for quick wins. The Minnesota Department of Human Services demonstrated that full system replacement isn’t always necessary to achieve automation gains. Through iterative policy changes, process redesign, and optimization of their existing modern system, Minnesota improved its Medicaid auto-renewal rate from 17 percent to 80 percent, saving more than $1 million on a single unwinding cohort. 4 Accessibility as a workforce mul tiplier. Inclusivity is an important consideration of modernization. Accessibility features such as screen reader compatibility, enlarged text, and intuitive navigation, not only improve usability for all but also expand the potential talent pool by supporting diverse worker populations. Leaders should keep in mind that accessibility should be built into modernization efforts from the outset as retrofitting can be challenging and costly. 5 Automation Efficiencies with Technologies Such as AI Modern technologies are allowing agencies to streamline operations, save time, and redirect focus to high value tasks. For example, no-touch application processing drives effi ciencies that free-up staff to manage complex caseloads, easing some of the operational pressure created by work force shortages. Artificial intelligence (AI) is emerging as a powerful tool to assist staff, enhance decision making, improve user experience, and elevate overall program delivery. However,

Walt Sedlazek is the Product Strategy Manager at Cúram.

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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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