Policy & Practice | Fall 2026

Scaling modernization doesn’t require a one-size-fits-all approach. Some agencies may pursue incre mental enhancements, building on existing systems and processes over time, while others may undertake broader system transformation initia tives. The key is to synchronize the pace and scope of change with opera tional readiness and institutionalize performance management practices that sustain improvements over time. Doing so ensures that tech nology investments are effectively adopted, integrated, and sustained. It maximizes impact while enabling improved performance and reducing the risk of disruption. KeyTakeaways for SNAP Leaders For state human services leaders, several key principles emerge from this approach: n Connect near-term performance priorities with a defined future-state vision to build the foundation for modernization success. n Use human-centered, technology enabled tools to guide eligibility decisions and strengthen accuracy at the point of action. function, using QA findings to inform staff coaching, workflow updates, and risk-based routing rules, enabling agencies to continuously learn from errors and prevent them over time. LEVERAGE SMART TOOLS FOR CONTINUOUS IMPROVEMENT Decision-support tools, including those that use artificial intelligence, can flag risk factors, summarize key case facts, and provide relevant guidance to caseworkers. When combined with human oversight, these tools can strengthen accuracy while maintaining accountability and program integrity, and they can be scaled to drive more consistent performance. These tools can be added to your existing eligibility ecosystem without requiring system replacements. Quality assurance (QA) can also become a closed-loop learning

n Redesign processes and workforce models before scaling technology, ensuring that modernization investments are built on a strong operational foundation that rein forces efficient workflows. n Measure operational burden as part of performance management by examining verification burden, rework loops, policy lookups, handoffs, and exception decisions that add unnecessary complexity. n Keep staff experience and customer experience central to all moderniza tion efforts, recognizing that both are critical to successful outcomes. improvement and modernization as separate efforts to managing them as interconnected components of a single, coordinated strategy. Why It Matters The stakes for SNAP agencies are high. Financial exposure from payment errors, increased workforce strain, and risks to public confidence and trust underscore the importance of effective program management. At the same time, the opportunity is significant. Agencies that take a coordinated, staged approach to improvement can achieve meaningful gains in program integrity, workflow efficiency, and operational resilience. Immediate performance gains, such as reduced error rates and improved time liness, create a strong foundation for future modernization. By stabilizing operations, redesigning processes, and scaling technology in agreement with a long-term strategy, agencies can build systems that are more reliable, efficient, and responsive. These systems are better equipped to meet the needs of individuals and families while adapting to evolving policy and operational demands. Ultimately, transforming SNAP delivery is about connecting immediate performance improvement with long term innovation so that today’s actions support tomorrow’s outcomes. Through a structured, holistic approach, agencies can not only navigate current challenges, but also build a more resilient and modern future for human services. Together, these principles reflect a critical shift from treating performance

n Verification burden management can help agencies identify duplicative or difficult-to-obtain documentation, time spent resolving issues, and where available data may reduce unnecessary follow-up. n Error pathway mapping can help agencies understand when and how errors develop across the life of a case, enabling earlier intervention. n Case flow, decision points, and handoffs can be decomposed and reengineered to minimize unneces sary steps, clarify responsibilities, and reduce delays. n Policy-to-process traceability can create a clear line of sight from policy requirements to system fields, workflows, quality checks, and training materials, reducing the risk of operational gaps when policies change. Effective reengineering efforts are grounded in a clear understanding of both staff and customer experience. This means examining how work gets done while also improving how indi viduals and families interact with the program. Ensuring alignment between the two perspectives creates more effi cient, accessible processes. Process redesign should precede large-scale technology investments. Streamlined, well-defined business processes provide a stronger foun dation for system enhancements, ensuring that technology support, rather than complicate, operations. Then Scale While Aligning Strategy, Operations, and Technology The final step is to scale modern ization efforts by expanding and standardizing successful practices across operations to align strategy, operations, and technology. Once processes are stabilized and redesigned, agencies can further leverage data analysis and advanced tools to drive continuous process improvement. Data play a critical role in supporting decision making, per formance management, and program oversight. It can be used to track error patterns, monitor timeliness across applications and recertifications, and identify verification bottlenecks at scale.

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Fall 2026 Policy & Practice