Policy & Practice | Fall 2026

agencies deploy agentic AI. It will be defined by whether they redesign work, build workforce capability, and create operating environments where technology strengthens judgment rather than substitutes for it. Looking Ahead Agentic AI can raise the ceiling for what human services agencies achieve: faster determinations, more consis tent outcomes, lower administrative burden, and more time for the work that requires human connection, context, and discretion. Realizing that potential requires investment on both sides of the equation, the agencies that lead will treat their people not as an implementation risk to manage, but as the capability that determines whether transformation delivers lasting value. Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/ us/about for a detailed description of our legal structure. Certain services may not be available to attest clients under the rules and regulations of public accounting. 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. About Deloitte As used in this publication, “Deloitte” means

that means advancing five priorities at the same time. Redesign work before redesigning jobs. Map where human judgment creates value, where AI can augment decisions, and where automation can safely execute activities. The goal is not to digitize existing work, but to intentionally redesign how work is per formed across people and technology. Design AI around the work. Focus on solutions that reduce administra tive burden, support decision making, and fit naturally within day-to-day operations. Effective technologies do not replace professional judgment; they make it easier to apply consis tently and at scale. Build tailored AI fluency through continuous, role-based learning. Frontline staff, supervisors, program leaders, and executives need different capabilities. Human services agencies should move beyond one-time training toward agile learning journeys built around real job tasks and designed to measure whether proficiency—not just completion—is improving. autonomously, where human review is required, and what conditions warrant escalation. As work becomes distrib uted between people and intelligent systems, transparency and traceability become critical to maintaining trust and program integrity. Treat workforce voice as a core control. Create structured channels for frontline feedback and use worker insights to identify failure modes that model evaluations may miss. The people who interact with agents every day can serve as an early warning system for risk, quality, and adoption. The next era of human services is not likely to be defined by how quickly Make accountability visible. Clearly define where AI can act

AI takes on more operational activity, informed oversight should be the path of least resistance. That means designing workflows where human review happens at the right moments, with the context workers need to intervene effectively. It also means treating frontline input as a design requirement because caseworkers and eligibility staff are often the first to see where an agent’s logic breaks down in real-world conditions. Tech-enabled people: a workforce with the proficiency, discernment, and adaptability to turn technology invest ments into performance gains. In an agentic environment, this requires more than general AI literacy. Workers need to understand how agents plan and prioritize, what data they draw on, and when an output warrants scrutiny. Leaders need to be clear about which decisions should never be delegated to an agent—and communicate those boundaries to their teams. These strategies are mutually rein forcing: technology creates value when people can understand it, chal lenge it, and apply it effectively in the flow of work. What Leaders Should Do Now These capabilities can expand what human services agencies are able to do. But their impact depends on the conditions leaders put in place: a clear vision for how work will change, explicit decisions about what stays with humans, and deliberate prepara tion of the workforce that will use and oversee the technology. Leadership commitment plays a critical role in adoption. Employees look to leaders not only for direction, but for signals about trust, accountability, and expected behavior. For agency leaders,

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