Policy & Practice | Spring 2025

Seeing Uncertainty as a Catalyst for Innovation

Rather than focusing on workforce challenges as obstacles, there is an opportunity to use this moment of uncertainty as a catalyst for cre ativity. Technology and collaboration, when applied thoughtfully, can help agencies optimize their resources. By focusing on automation, accessibility, and seamless processes, states can reshape how services are delivered— even in the face of reduced staffing. Here are three considerations for human services leaders in addressing these challenges while delivering better outcomes for individuals. 1. Leveraging Technology for Automation and Efficiency Automation isn’t about replacing human workers—it’s about empow ering them to focus on high-impact tasks that require their expertise while technology handles mundane, repeti tive processes. Common applications and integrated eligibility workflows are examples of how smart automa tion can transform operations. These approaches allow caseworkers to cen trally manage clients across multiple

Automation

Seamless

Efficient Accessible

Centralized

Person-Centered

programs, and common processes such as intake and renewals through “light touch” and “no-touch” workflows. Seamless integration with external systems, combined with verification process automation, is another way to reduce demand on caseworkers. For example, your residency can automati cally be verified via integrations with trusted sources such as postal services or vehicle registration agencies. This reduces the need for data entry and worker oversight, streamlining the entire process. Following the unwinding of the COVID-19 public health emergency, Minnesota faced the daunting task of processing hundreds of thousands of Medicaid renewals with fewer staff. 2 By automating renewals, the state increased its auto-renewal rate, eased caseworker workloads, and ensured eligible residents could retain their benefits. n Hamburg, Germany: To better Real-World Successes: n Minnesota:

Automation also extends to self- service technology. Tools for appoint ment management, screening, and benefit applications save time for both clients and caseworkers. Beyond increasing efficiency, they create a resilient system capable of adapting to fluctuating demand. 2. Designing Accessible, Person-Centered Systems While automation is key, technology alone isn’t a universal solution, and Mary Alice’s story highlights the reason why. Even though she didn’t personally struggle with technology, she saw first-hand how poorly designed self-service platforms left many feeling overwhelmed, especially groups like the elderly or those with specific needs. These are often the very people who rely on these services the most. This demonstrates the need for incorpo rating community-based organizations (CBOs) and assistants to bridge the gaps. They play a critical role in sup porting those who cannot self-serve, ensuring no one is left behind. For technology to truly benefit users, it must also be accessible and user-friendly for everyone, including those with limited tech literacy or accessibility needs. Person-centered design plays a crucial role in creating systems that prioritize accessibility for both end users and staff, delivering better outcomes and inclusive solu tions. Intuitive interfaces that follow global standards like Web Content Accessibility Guidelines are essential, especially with government agencies required to meet these standards by April 2026. Accessibility is about more than compliance—it’s about removing

Marina Pascali is a Senior Director at Cúram.

serve abused and neglected youth, Hamburg deployed an outcomes based solution that

Mary Alice Hunt is a Director at Cúram.

automated client intake and case management. 3 The results? A 60 percent increase in cases processed over five years and more than 20,000 monthly transactions to support child welfare—a testament to using technology for better outcomes.

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Policy & Practice Spring 2025