Policy & Practice | Spring 2026

technology speaks

By Eamonn Moriarty

How a Community-Led Approach to Digital Services Can Engage and Empower Citizens

G overnment agencies are operating in an environment defined by sustained pressure and rising expecta tions. Workforce shortages continue to strain program administration. 1 Policy requirements shift quickly, often requiring rapid system and process updates. At the same time, constitu ents expect services that are timely, accessible, and comparable to digital experiences in the private sector. Many agencies are working to modernize legacy systems, but modernization alone does not fully address these challenges. Even with improved technology foundations, staff is still navigating complex eligibility rules, managing high caseloads, and responding to increasing volumes of documentation. These conditions create friction across service delivery, from application intake through eligi bility determination and ongoing case management. 2 Artificial intelligence (AI) is emerging as a tool to help address these pressures. Agencies are exploring AI to support document processing, assist caseworkers with decision making, 3 and identify patterns that may indicate inconsistencies or poten tial fraud. 4 These applications can improve efficiency and responsiveness. They can also introduce new risks if implemented without structure. In human services, the stakes are high. Programs supporting access to food, health care, housing, and other essential services must operate with accuracy, fairness, and transparency. Decisions supported by AI can directly affect individuals and families, making it critical that any adoption approach

program leaders, policymakers, and technologists, helps ensure that identi fied use cases reflect both operational realities and policy priorities. Workshops that incorporate tech niques such as journey mapping can further help agencies surface inef ficiencies and identify where AI could meaningfully support service delivery. For example, agencies experiencing delays in document intake and veri fication may identify AI-supported classification and data extraction to reduce manual effort and accelerate processing times. 2. Evaluate Feasibility of Different AI Technologies Once potential use cases are identi fied, agencies should assess whether AI is a viable and appropriate solution in the context of their existing environment. This includes evaluating several factors: n Data: AI systems depend on large volumes of high-quality data.

remains grounded in human-centered principles and aligned with policy requirements. A structured, risk-aware frame work can help agencies move from exploration to implementation while maintaining this balance. The fol lowing six components provide a practical model for responsible AI adoption in human services. 1. Focus on Outcomes to Identify Potential Use Cases AI initiatives should begin with clearly defined business goals tied to service delivery outcomes. The objec tive is not to introduce new technology, but to improve efficiency, enhance service delivery, streamline access, or support decision making. Agencies can apply user needs assessments to better understand real-world experiences, identify pain points, and uncover opportunities for improvement. Engaging a diverse set of stakeholders, including caseworkers,

Illustration by Chris Campbell

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