Policy & Practice | Summer 2025

The Magazine of the American Public Human Services Association Summer 2025

Career and Family Supports

Advancing Social and Economic Mobility for Long-Term Success

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contents

Vol. 83, No. 2 Summer 2025

features

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Realizing the American Dream Increasing Economic Security and Mobility Through Career and Family Supports

Prioritizing People Over Programs A People-First Approach to Reshape Child Welfare

No Time to Wait A Dynamic Approach for Smarter, Faster Eligibility Operations

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Improving Workforce Experience Attracting and Retaining High-Caliber Candidates

From Plans to Practice Reflections on Implementing Summer EBT Nationwide

Aligning Systems, Centering Families

Integrating Economic and Concrete Supports for Child Welfare Prevention

departments

4 From Our Partners

8 Technology Speaks

36 Staff Spotlight

Anticipating the Ripple: How Policy Shifts in TANF and Medicaid Could Reshape Child Welfare

The Role of AI-Powered Intake Tools in Child Welfare: Opportunities, Challenges, and Considerations

Special Edition: Colleagues Are a Match

6 From Our Partners

34 More from APHSA

How Employment and Training Initiatives in Child Support Programs Advance Family Stability and Well-Being

Reducing Barriers for Families: Achieving Efficiency, Quality Customer Experience, and Confidence in Public Benefit Programs (Preview)

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Summer 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 Summer 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

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Summer 2025 Policy & Practice

from our partners

By Molly Tierney and Heidi Reed

Anticipating the Ripple: How Policy Shifts in TANF and Medicaid Could Reshape Child Welfare

A s states across the country brace for changes in federal- and state-level funding to social support programs, child welfare experts have a clear message: When foundational supports for families are weakened, child welfare systems often bear the brunt—months later, and with limited tools to respond. The HiddenTimeline of Harm Cuts to programs like Temporary Assistance for Needy Families (TANF), the Supplemental Nutrition Assistance Program (SNAP), and housing support don’t immediately show up in child welfare caseloads. Instead, the impact

expansion and continuity in coverage are associated with lower rates of child welfare system involvement. Access to health care reduces economic hardship and ensures children receive preven tive and emergency care—both of which are essential to family stability. The Systemic Response: Scrambling to Catch Up When child welfare systems are hit with a sudden spike in caseloads, the response is often reactive. The typical cascade goes like this: emergency shelters fill up, kinship placements are fast-tracked (sometimes without full licensing), and foster homes are stretched beyond capacity. In extreme

tends to surface 8 to 12 months later, when families—already stretched thin—begin to falter under the weight of unmet needs. TANF, for example, provides critical cash assistance to families with low income. When eligibility tightens or funding shrinks, families may struggle to meet basic needs, leading to increased stress and, in some cases, neglect. SNAP cuts often result in food insecu rity, which is strongly linked to child neglect and poor health outcomes. And reductions in housing support can push families into homelessness, a known risk factor for child welfare involvement. Medicaid, too, plays a pivotal role. Research shows that Medicaid

Illustration by Chris Campbell

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Policy & Practice Summer 2025

By recognizing the interconnectedness of economic support and child welfare, agencies can move from reactive to preventive strategies. The time to act is before the wave hits.

cases, children may be placed in hotel rooms or spend nights in agency offices—measures widely regarded as system failures. These short-term fixes, while sometimes necessary, come at a cost for children. There is also a significant toll on the workforce. When caseloads spike, case workers are asked to work overtime, triage cases based on risk, and often operate under adjusted policies that raise the threshold for intervention. This leads to burnout, mistakes, and high turnover—further weakening the system’s ability to respond. A Leadership Framework for Prevention The stakes are too high to wait for the next crisis. By investing in preven tion and collaboration today, we can ensure that families remain supported, and children stay safe—no matter what policy changes lie ahead. Human services leaders can take a proactive and collaborative stance to help agencies anticipate and mitigate the impact of social program cuts. 1. Understand: Use data to model and predict how changes in TANF,

Medicaid, and housing supports will affect child welfare caseloads. What indicators can serve as early warning signs? 2. Prepare: Coordinate across programs to deliver whole-person care. This means breaking down silos between TANF, Medicaid, housing, and child welfare to create a unified, preventive approach. Consider interagency task forces to address gaps in service delivery before they escalate. 3. Mobilize: Equip the workforce with the tools, training, and support they need to manage shifting workloads. This includes cross-training, mental health support, and streamlined processes.

4. Sustain: Lead with vision, not just crisis response. Agencies should articulate long-term goals for prevention, stability, and family preservation—and align resources accordingly. The ripple effects of policy changes in social support programs are not inevitable—but they are predictable. By recognizing the interconnected ness of economic support and child welfare, agencies can move from reactive to preventive strategies. The time to act is before the wave hits. The challenge is not just to manage the fallout—but to anticipate it, plan for it, and build systems resilient enough to weather it.

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Summer 2025 Policy & Practice

from our partners

By Jeremy Toulouse

How Employment and Training Initiatives in Child Support Programs Advance Family Stability and Well-Being

T he ability of child support programs to advance the economic stability and well-being of children and families is closely tied to engage ment, especially with noncustodial parents. When these parents are meaningfully engaged, they are more likely to provide reliable child support payments and take an active role in co-parenting. Yet barriers like unem ployment or underemployment often limit their ability to do so. To address this challenge, many child support agencies have intro duced employment and training (E&T) services into their programs through job fairs, referrals, and partnerships with workforce development organi zations. However, sustaining these efforts can be difficult due to limited or inflexible funding. Flexibility improved in late 2024, when the federal Office of Child Support Services finalized a rule expanding the use of IV-D federal funds to include support for E&T services. 1 Once a state receives federal approval, these funds can be used for job search assistance, readiness training, placement and retention services, and occupational training for noncustodial parents. This policy shift is significant. It gives agencies the flexibility to redirect funds traditionally reserved for enforcement to services that promote long-term stability, including those previously viewed as outside the scope of child support. With this new rule, state and local agencies can take more innovative

approaches to help noncustodial parents achieve economic stability and meet their financial responsibilities. It also reflects a broader shift in the child support community from enforcement to engagement. Traditional punitive measures like wage garnishment, license suspension, or incarceration have not consistently achieved intended collection outcomes. In contrast, early intervention, right sized orders, and supportive services like E&T show greater promise.

than punitive enforcement efforts in the long run. 2,3 While implementing E&T services may require upfront investment, it ultimately reduces the time and expense associated with court-based enforcement. Just as important, E&T promotes the long-term stability and well-being of families. Noncustodial parents who gain marketable skills and secure sus tainable employment are more likely to make full, timely child support payments and develop stronger rela tionships with their children. In turn, children who receive the financial support they need from both parents are more likely to avoid poverty and thrive emotionally, physically, and socially. When integrated with fatherhood or

An Investment in Family Stability

Among engagement strategies, E&T stands out. It’s proven to increase col lections and can be more cost-effective

Images via Shutterstock

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Policy & Practice Summer 2025

determine the partner support you’ll need—from program design and implementation through opera tional integration. 5. Shift mindsets through warm handoffs. Change management is not just for your staff and partners. Establish warm handoffs as parents move from more punitive initiatives to early intervention and supportive services. When introducing non custodial parents to E&T services, help them see it as an

2.Talk to other departments. Engage with human services, labor, workforce development, and social services leaders (or the equivalent departments in your state) who operate programs that include E&T services. Reach out to the entity that coordinates TANF and SNAP work requirements for your state. Glean best practices and research, leverage existing infrastructure and commu nity and industry partnerships, and

parenting initiatives, E&T can also foster healthier co-parenting dynamics

and strengthen family bonds. But realizing these outcomes

requires agencies to rethink how they interact with noncustodial parents. Guidance for New E&T Initiatives Whether you’re launching a new initiative or refining an existing one, begin by asking, “How are we engaging with our noncustodial parents?” This is the starting point for meaningful change, for both

opportunity, not a penalty. For those who have prior negative experiences with child support, changing mindsets takes time and persistence. Communicate often and through multiple channels as you build (or rebuild) trust. The transition to engage ment is an opportunity whose time has come. Nearly 50 years of emphasis on enforcement, often through the court system, didn’t meaningfully address the financial capacity of noncustodial parents. A new focus on support and inclusion allows agencies

programs and parents. It also invites a closer look at your communi cation strategy and the expectations of today’s parents. Many prefer the ease and flexibility of self-service portals, virtual appointments, and chat rather than in-person visits to the office, which may

present scheduling and transportation challenges. As you consider

to reframe their mission and build programs that serve the needs of both parents. By offering services like employment and training, in place of punitive measures, noncustodial parents can increase their earnings and meet their child support obligations— ultimately putting more children and families on the path to lasting economic stability and well-being. documents/2024/12/13/2024-29081/ employment-and-training-services-for noncustodial-parents-in-the-child-support program 2. https://www.mdrc.org/sites/default/files/ full_529.pdf 3. https://aspe.hhs.gov/sites/default/files/ migrated_legacy_files/39936/report.pdf Reference Notes 1. https://www.federalregister.gov/

look for opportunities for collabora tion and efficiencies. 3.Understand the local job market. Identify which sectors are growing and hiring. What credentialing, training, or education will be neces sary to obtain employment in those sectors? How can you connect indi viduals to the appropriate training or education they may need to be successful? What employer part nerships do you have (or need)? Establish relationships with regional workforce boards, chambers of commerce, community colleges, and apprenticeship programs. 4.Design your E&T initiative. Start with your desired employ ment outcomes. While quick job placements may boost short-term collections, jobs with growth potential can yield more finan cial stability and consistent child support payments over time. Define the services you’ll offer, outline the customer journey, and

a partner to help implement E&T services into your child support program, be sure to select one with a deep understanding of program operations, demonstrated experience with E&T service delivery, and a track record of enhancing the customer experience for government. Here are five additional strategies for success: 1. Build a culture of engagement. Effective E&T programs are rooted in a culture of positive engagement that includes both mothers and fathers. While this culture change starts at the top, it quickly needs to reach front-line staff who are critical to changing how programs interact with noncustodial parents. When leaders champion engagement over enforcement as a more efficient and effective path to positive outcomes, staff can align with this approach to build relationships with parents— shifting perceptions and improving participation.

Jeremy Toulouse is the Senior Director of Program and System Modernization at Maximus and a former state IV-D Director.

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Summer 2025 Policy & Practice

technology speaks

By Paige Rosemond

The Role of AI-Powered Intake Tools in Child Welfare: Opportunities, Challenges, and Considerations

T he integration of AI-powered intake tools in child welfare services promises substantial benefits for the industry, transforming how agencies manage their hotline and intake processes and promoting timely protection of children. The Child Abuse Prevention and Treatment Act (CAPTA) requires states to have laws in place that allow for the reporting of child abuse and neglect. Many states have imple mented policies and procedures that allow for reporting 24/7, often uti lizing hotlines and other after-hours reporting mechanisms. Recently, more states are utilizing web-based portals for the electronic submission of reports alleging child abuse and neglect. While these portals can improve access and efficiency in public reporting processes, they can also cause unpredictable surges in reporting, leading to staffing chal lenges for state and local jurisdictions. Consequently, critical reports might remain in a queue for indefinite periods, awaiting review. The initial contact between those reporting child abuse and neglect and caseworkers is crucial because it often represents the first point of inter vention, where swift and accurate assessments can prevent harm and initiate the necessary support to safeguard a child’s well-being. AI-powered intake tools bring effi ciency, consistency, and data-driven insights to this initial contact with families, empowering caseworkers to

make more informed and timely decisions while also prioritizing human review and response to high risk cases effectively. Streamlining Case Prioritization When new reports of child abuse and neglect are not addressed promptly, the consequences can be severe. Delays can lead to prolonged exposure to harmful environments for the children involved, exacerbating their physical, emotional, and psychological trauma. Additionally, delayed intervention hinders the provision of necessary

support and protective services that could prevent further harm. The impact on the workforce is also significant. Caseworkers are often overwhelmed by the high volume of cases and the pressure to prioritize them effectively. Failure to address urgent cases swiftly creates bottle necks, increasing workloads and stress for caseworkers. This can result in burnout, decreased job satisfaction, and higher turnover rates, further straining the resources and capacity of child welfare agencies. AI tools excel at automating time-consuming tasks, allowing

Images via Shutterstock

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Policy & Practice Summer 2025

caseworkers to focus on critical and high-priority cases. By leveraging AI’s ability to quickly analyze vast amounts of data, agencies can priori tize new reports of child abuse and neglect more efficiently, ensuring urgent cases receive immediate atten tion. This efficiency saves time and enables effective interventions to protect children at risk. Furthermore, the reduction in repetitive and administrative tasks helps alleviate caseworker burnout, improves job satisfaction, and enhances overall workforce well-being. Reducing Human Error One of the significant advantages of AI in child welfare is its potential to reduce human error and bias. AI systems can process and cross-refer ence data with precision, identifying patterns and risks that may be over looked. Incorporating policy, statute, and legislation into AI model learning supports more consistent application, rather than varied interpretations by different caseworkers. AI systems are less influenced by subjective judg ments and personal biases, thereby promoting fairness and consistency when informing human decision making. This capability enhances the accuracy of screening decisions, contributing to improved experiences with the system and better outcomes for children and families. Identifying Patterns of Risk AI-powered tools can play a sig nificant role in continuous quality improvement in child welfare practice. These tools can assist in identifying patterns of risk that might otherwise go unnoticed. By analyzing historical data and detecting trends, AI can flag potential issues before they escalate. Furthermore, AI can provide detailed feedback and insights based on real-time data, allowing agencies to continually refine and improve their processes. This proactive approach to risk management is invaluable in safe guarding children and ensuring timely interventions while also fostering an environment of ongoing enhancement and adaptation in child welfare services.

Training and Adaptation for Caseworkers The successful integration of AI tools depends not only on providing caseworkers with comprehensive training but also on effective orga nizational change management. Educational programs are indis pensable in helping caseworkers understand how to interpret AI rec ommendations and use the system effectively. Training should emphasize that AI is designed to enhance, not replace, professional judgment. However, training alone is insuf ficient. Organizational change management plays a critical role in ensuring that caseworkers embrace and adapt to AI-assisted workflows. This involves creating a supportive environment that encourages con tinuous learning, flexibility, and collaboration. Change management strategies should include clear com munication about the benefits and goals of AI integration, as well as address any concerns or resistance. By coupling training with robust organizational change management, agencies can ensure a smoother tran sition, foster acceptance, and fully leverage the tool’s benefits. Ongoing education, support, and a culture of innovation are essential for

caseworkers to adapt effectively and maximize the potential of AI tools in enhancing child welfare services. Call to Action The integration of AI-powered intake tools into child welfare services offers transformative potential for how agencies engage with the public and families. This journey requires careful steps. By embracing innovation, child welfare agencies can significantly improve their ability to safeguard children and provide timely interven tions. It is crucial to commit to ongoing education, support, and a culture of continuous improvement to maximize the benefits of AI tools. This call to action urges child welfare agencies to prioritize these key areas, ensuring a smoother transition, fostering acceptance, and ultimately enhancing the overall effectiveness and safety of child welfare services. The commitment to innovation, transparency, and human-centered practices will be instrumental in creating a more efficient and protective system for children and families. Paige Rosemond , MSW, is the Director of Innovation and NM Impact Project Executive at RedMane Technology LLC.

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Summer 2025 Policy & Practice

DREAM Realizing the American

Increasing Economic Security and Mobility Through Career and Family Supports

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: Increase prosperity by building a continuum of career and family supports that remove barriers to work, improve access to family sustaining career pathways, and build toward an American workforce positioned to meet employer labor demands.

Outcomes 1. Increase economic security and mobility for millions of households living with low income that experience persistent barriers to stable employment. 2. Meet employer labor demands and help millions of families experiencing poverty increase their earnings and career prospects through evidence-based training and education programs accessed through the nation’s workforce development system.

E

conomic mobility for workers with low wages must improve for families across the United States to achieve economic security and well-being. In 2023, 36.8 million people (11.2 percent of the U.S. population) 1 lived below the official poverty measure and more than twice as many people are estimated to live in households that do not earn enough to meet the basic needs of food, housing, health care, transporta tion, and child care despite working full-time. 2

Economic Security and Mobility Advance the Following Desired Outcomes:

Better Nutrition and Food Security: Families with economic security can afford more nutritious food, which is crucial for children’s development and overall health and well-being. 3 When benefits are increased, families consistently report that they are able to purchase healthier food items that support greater nutrition and reduce the risk of chronic illness. 4 Improved Early Childhood Development: Children from households that are economically secure generally fare better than those experiencing poverty in areas such as school readiness, achievement test scores, and overall health. 5

Access to Health Care: With economic stability, families can afford health insurance and regular medical care, leading to better health outcomes and preventive care.

Increased Savings and Investments: Economic security enables families to save for the future, invest in assets like homes and education, and build a financial cushion for emergencies. 6 A 2018 report 7 from the Federal Reserve System revealed that 40 percent of adults cannot cover an unexpected 400-dollar expense, and more than 20 percent struggle to fully pay their monthly bills. Reduced Risk of Family Separation: Families with adequate and effective economic support can prevent family separation, decrease the time to permanency for children who have been removed from their home, and reduce the risk of subsequent abuse or neglect. 8

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Summer 2025 Policy & Practice

Taking Action: Opportunities for Impact An array of public benefits and work supports exist to help families advance economically. However, too often these programs operate in silos, failing to work synergistically to meet families where they are and compre hensively support them on their path to economic mobility. Households can also face steep benefits cliffs, outweighing wage gains when losing critical benefits like their health care, child care, and/or food assistance for accepting a minimal hourly increase in wages as they work to progress their career. Through strong leadership and intentional design, an incoming administration can effectively align systems and services that generate better results for families, com munities, and the economy. See the following callout boxes for key areas of focus for an incoming administration.

Removing Barriers to Work

Key Issues: n Benefits cliffs that result in people abruptly losing benefits and being pushed off their path to sustainable earnings. n Lack of focus on whole-family approaches that invest in parents as both caregivers and providers.

Key Opportunities: n Cross-Agency Collaboration: Establish an interagency council to examine the cliff effect for customers navigating benefits and services across programs and generate joint recommendations for federal policy reform and state and local implementation supports to navigate the cliff effect. n Customer Coaching: Build off the work to date pioneered by the Federal Reserve bank to embed cliff counseling as a core strategy for helping families prepare and plan for their transition off public benefits. n Establish a Cross-Agency Federal Financial Resiliency Hub: Advance whole-of-government strategies to promote economic security and well-being. This effort should explicitly prioritize exploring how economic assistance can be coordinated across programs and strategically leveraged to save money and improve outcomes for populations navigating critical life experiences such as child welfare, incarceration, early childhood development, and fatherhood. n Temporary Assistance for Needy Families (TANF) Redesign: Build out from the successful roll-out of the bipartisan national TANF pilots to advance regulatory and policy reforms that preserve flexibility while building accountability around outcomes that measure family and economic well-being.

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Improving Access to Family-Sustaining Career Pathways

Key Issues: n Only Workforce programs such as the Workforce Innovation and Opportunity Act (WIOA), TANF, Supplemental Nutrition Assistance Program (SNAP) Employment & Training (E&T), Reemployment Services and Eligibility Assessment (RESEA), and Perkins Career and Technical Education too often operate in silos across funding and programing. n SNAP E&T holds great promise, but requires continued support to meet the unique needs of families and providers.

Key Opportunities: n Develop a Federal Framework for Workforce System Alignment: Further synchronize performance measurement strategies, co-location and service delivery, data sharing and system integration, and joint guidance and technical assistance. n Support SNAP E&T Agencies and Partners: Provide flexibility in developing programs that are tailored to community needs and interest, allowing partners and non-merit staff to screen for appropriateness and refer them to programs, continuing to support agencies and partners in providing wraparound supports to ensure ability to participate, and focusing on those who are most interested in engaging.

Meeting Employer Labor Demands

Key Issues: n Matching workforce competencies with labor market demands. n Building capacity for experiential learning work opportunities that have proven effectiveness in generating positive employment and earnings outcomes.

Key Opportunities: n Establish a Public/Private Advisory Board: Bring together state and local human services agencies; workforce and education agencies; private employers; and people who have participated in workforce development programs to advise on federal policy and incubate innovative public/private partnerships to co-inform on benefits cliffs challenges and meet labor market demands. n Invest in Targeted Strategies to Develop Skills: Expand subsidized employment, apprenticeships, and on-the-job training that match labor market needs with high-impact work strategies.

Conclusion APHSA and our members are com mitted to working with the Trump 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 instru mental 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 .

Economic Research Service, 2024, https:// doi.org/10.32747/2024.8583175.ers 4. U.S. Department of Agriculture. “USDA Invests $46M in Efforts to Address Food and Nutrition Security.” USDA, 18 Oct. 2024. https://www.usda.gov/article/usda invests-46m-efforts-address-food-and nutrition-security 5. “Understanding Social Determinants of Health: Economic Stability.” MEDLIFE , medlifemovement.org 6. Collins, J. Michael, and Katie Lorenze. “Achieving Financial Resilience in the Face of Financial Setbacks.” Asset Funders Network Brief, Policy Lab Consulting Group. 7. Report on the Economic Well-Being of U.S. Households in 2017. May 2018. 8. Casey Family Programs. “How Do Economic Supports Benefit Families and Communities?” February 2022.

Reference Notes 1. Shrider, Emily A. Poverty in the United States: 2023. U.S. Census Bureau, Current Population Reports, P60-283, U.S. Government Publishing Office, September 2024. 2. The official poverty measure, developed in the mid-1960s by economist Mollie Orshansky and adopted as the official poverty measure in 1969, does not areas. Alternative measures like ALICE published by the United Way of Northern New Jersey and the MIT Living Wage Calculator include these factors. 3. Rabbitt, M. P., Reed-Jones, M., Hales, L. J., and Burke, M. P. Household Food Security in the United States in 2023. Report No. ERR-337, U.S. Department of Agriculture, account for differences in the cost of living across various geographic

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Summer 2025 Policy & Practice

A People-First Approach to Reshape Child Welfare Prioritizing People Over Programs

By Joseph Castro

nurture children, but these agencies are also grappling with significant challenges. High caseloads and emotional demands lead to high turnover rates, limiting meaningful engage ment to support families. Systemic bias disproportionately impacts minority families, whose children are more likely to face investigations, removals, and foster care placements due to poverty being misidentified as neglect. This can lead to unnecessary interventions when families simply need financial or social support. The foster care system faces a shortage of homes, making it hard to find placements that best meet children’s needs. This may force placements for children at institutional settings or far from their communities, leading to instability and potential trauma. These challenges also impact caseworkers’ workload, and any resulting crises take time away from supporting other families. Preventive services, such as mental health care, parenting resources, and substance abuse treatment, have historically been under funded, leaving many youths aging out of the system susceptible to challenges like home lessness and unemployment. Overall, these pressures create a cascade of stress for family members, caregivers, and child welfare agencies, blocking sustain able progress. However, efforts like the Family First Act are shifting the focus toward early inter vention and family support. By prioritizing programs that strengthen families and provide preventive care, there is a growing commitment to creating better outcomes and addressing systemic challenges more effectively.

W

hat if the secret to improving outcomes for families lies not in focusing on programs, but

in putting people first? Government efficiency programs are reshaping the status quo, putting social program agencies under increasing pressure to deliver more with fewer resources—all while maintaining quality outcomes for indi viduals and improving family well-being. This challenge is further amplified by rising demand for support in the face of ongoing economic uncertainty. With rising caseloads and workforce short ages, a different approach is needed. Moving toward a holistic approach to family well being focused on reducing the burden for families and the administrative burden for caseworkers, and achieving better outcomes by prioritizing people over programs offers a powerful way to build stronger families and healthier communities. In fact, supporting family well-being holis tically can be a powerful driver of positive change in child welfare. Breaking down silos and streamlining access to services can reduce stress on overburdened families, simplifying access to vital support, and in some cases preventing unnecessary involvement in child protection services. Pressures on the Child Welfare System Affect Family Outcomes As part of the family well-being ecosystem, child welfare systems aim to protect and

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A People-First Approach to Reshape Child Welfare Addressing these systemic issues with a more integrated and people-cen tered approach can positively impact the experience of families in navigating complex services, with the potential to drive better outcomes. A holistic model considers a family’s entire ecosystem, simplifying access to services across various programs. It puts a focus on preventive empowerment by tackling socioeconomic drivers of family stress, such as food insecurity or lack of access to mental health services. For example, strengthening support systems like the Supplemental Nutrition Assistance Program (SNAP) can reduce Child Protective Services (CPS) investigations, preserving family stability. 1 Ensuring families have access to food assistance and other vital support services—in place of undue scrutiny—is an essential step in driving real, lasting change. Extending SNAP benefits can not only reduce food insecurity in house holds, but can also lead to fewer foster care placements by tackling underlying stressors that families face. 1 For this to happen, we must break down the barriers created by the siloed approach Today, social program delivery is often siloed. Programs such as Medicaid, Temporary Assistance for Needy Families (TANF), SNAP, and child protection agencies function as separate entities, each with its policies and processes. Navigating these systems, intended to help, often creates unintended burdens for families, while causing extra com plexity for caseworkers. to delivering social programs. The Pitfalls of Siloed Support Systems

empower families instead of treating crises reactively.

The Impact on Child and Family Well-Being

It can be difficult for families to meet the disparate requirements of multiple support programs that are not structured in a holistic way. From overlapping appointments to conflicting paperwork demands, navigating these systems often creates logistical stress and can impact emo tional well-being. This contributes to the $140 billion in government benefits that Congress has authorized but are unclaimed—including tax credits for working families, health insurance coverage for adults with low income and children, unemployment benefits, and disability supports—due in part to the administrative burdens of applying for them. 2 Breaking these silos can reduce the strain on families. Instead of navigating between multiple depart ments, a unified system can empower caregivers with streamlined access to multiple programs, reducing delays and offering a more supportive experi ence for families. A major takeaway? Coordination between agencies changes lives. Complexity for Caseworkers Social program workers also face frustration due to disjointed systems. Caseworkers spend time reconciling conflicting data or navigating program prerequisites instead of strength ening family support. The complexity of managing multiple systems and varying eligibility rules adds to their workload, making it harder to focus on the people they serve. programs to holistic frameworks with people at the center can propel families to long-term security. What Does a Holistic Approach to Family Well-Being Look Like? A holistic family well-being program takes into account determinants across the family ecosystem, including economic stability, emotional well being, housing, physical health, and education. By addressing these inter connected pillars, interventions can A Case for a Holistic, Simplified Approach Changing focus from separate

Examples of Holistic Strategies 1. Simplified program access: Single-entry portals for families seeking various types of support help simplify access to benefits and reduce the burden of navigating multiple systems. 2.Streamlined policies: Enhancing enrollment processes and reducing renewal barriers can improve program delivery efficiency, directly benefiting families with limited resources. Minnesota streamlined auto-renewals for MAGI Medical Assistance to remove barriers to care, improving agency efficiency, reducing caseworker workloads, and helping eligible residents retain their benefits. 3 3.Empowering families with tech nology: Tools and platforms that can assist with applications help reduce administrative hurdles while ensuring that caregivers spend less time navigating rigorous pro cesses and more time focusing on themselves and their children. The New York City Human Resources Administration built out its screening tool, resulting in signifi cantly improved customer service by making SNAP available to more people through straightforward and user-friendly technology. 4 This shift also requires policymakers to rethink traditional definitions of success. Rather than assessing well being success purely on short-term cost effectiveness, programs should focus on measurable family improvements, like emotional well-being, customer expe rience and family empowerment, or consistency in caregiver relationships. Data-Backed Insights for Holistic Prevention Research shows that preventive, holistic approaches can significantly improve outcomes for children and families while reducing the costs asso ciated with foster care placements. 5 However, economic hardship remains a growing predictor of child welfare involvement, 5 with low-income families often overrepresented in the

Joseph Castro is the Child Welfare Practice Lead at Cúram.

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Policy & Practice Summer 2025

community organizations leads to better outcomes. Community engage ment plays a vital role in social work, helping to build a respectful and mutually supportive system. 9 There is a need to advance and evaluate community-based alterna tives to child protective services involvement. These approaches could provide support for children in low income families while addressing the harmful effects of poverty. 10 Fostering relationships and building community trust can complement government programs to create more durable solutions. Streamlining Services for Families and Caseworkers To improve child and family well being, it’s critical to streamline support systems, simplify application barriers, and integrate preventive measures into policy frameworks. By building holistic coordination into support programs, families can thrive and complexity is reduced for caseworkers. This transformation begins with viewing families not as isolated units but as interconnected networks requiring integrated care. Strengthening early care initiatives and leaning into proactive mental health support could drastically reshape outcomes for households across the nation. A Path Forward Achieving program and system alignment won’t happen overnight—it

requires time, effort, and strategic investments. However, state and local agencies can begin by taking small, meaningful steps that lay the founda tion for long-term transformation. By prioritizing people over programs, fostering collaboration between agencies, communities, and policymakers, and working together toward a unified, compassionate approach, we can create a future where families truly thrive. When we focus on meeting the holistic needs of families, the potential to improve outcomes is limitless. Let’s move forward with hope and determination to build a stronger, more empathetic system for all. Reference Notes 1. https://pmc.ncbi.nlm.nih.gov/articles/ PMC9280401/ 2. https://www.whitehouse.gov/wp-content/ uploads/2023/07/OIRA-2023-Burden Reduction-Report.pdf 3. https://hubs.la/Q03lDBwy0 4 . https://hubs.la/Q03lDD-50 5. https://www.chapinhall.org/wp-content/ 6. https://www.govinfo.gov/content/pkg/ GOVPUB-HE23_1200-PURL-gpo195170/ pdf/GOVPUB-HE23_1200 PURL-gpo195170.pdf 7. https://hubs.la/Q03lDJ1b0 8. https://www.chapinhall.org/wp-content/ uploads/Chapin-Hall.TANF_Policy_ Brief_7_6_23.pdf 9. https://hubs.la/Q03lDH2G0 10. https://aphsa.org/wp-content/ uploads/2025/01/2025-01-24_CI-Series_ Child-and-Family-Well-Being.pdf uploads/Chapin-Hall_TANF-Child Welfare-Innovations_July-2024.pdf

system. 6 This suggests that poverty is still all too often mistaken for neglect. To address this, it’s essential to approach these situations with empathy and clearly distinguish between poverty and abuse. 7 Families struggling with limited resources need support, not judgment. Evidence links economic challenges with higher risks of child welfare involvement, underscoring the need for comprehensive supports such as quality child care, stable housing, living wages, and sustainable employ ment. These resources improve family stability and reduce reliance on child protective services and foster care. 5 Expanding access to programs like TANF, child care services, and housing assistance has been shown to decrease child welfare interventions. State policies that improve access to TANF benefits, for example, have been associated with reductions in foster care placements. 8 Investing in preventive services holis tically not only reduces child welfare interventions but also helps families stay intact and resilient over time. By addressing the root causes of economic instability, we can create better futures for children and families alike. Collaborating Across Agencies and Organizations No single system can fully address the complex challenges families face. Research consistently shows that breaking down silos between benefit programs and fostering collaboration among health, social services, and

Cúram Supports a Holistic Approach to Family Well-Being

The Cúram platform exemplifies a holistic approach to family well-being through its commitment to “whole-person care,” focusing on people rather than programs. By offering integrated case management, the platform provides a comprehensive view of an individual’s and family’s needs, enabling agencies to deliver tailored support that addresses immediate challenges while fostering long-term stability and success. Through tools such as structured assessments and evidence management, Cúram facilitates informed decision making, ensuring services are coordinated and aligned with the unique circumstances of each family. Its configurable workflows and automated processes empower agencies to implement best practices efficiently, while features like Multi-DisciplinaryTeams encourage collaboration among professionals to address diverse needs holistically. This client-centric approach ensures that families receive the support necessary to overcome barriers, achieve positive outcomes, and advance their social and economic mobility for sustained success. Learn more about Cúram at https://hubs.la/Q03lF3PQ0.

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Summer 2025 Policy & Practice

NO TIME TO WAIT

A Dynamic Approach for Smarter, Faster Eligibility Operations

By Sean Toole

T

he legendary Warren Buffett notably said that “the most important thing to do if you find yourself in a hole is to stop digging.” Unfortunately, when it comes to administering the Supplemental Nutrition Assistance Program (SNAP) and Medicaid, we’re not just digging: we’ve upgraded to a backhoe. Across the country, state agencies are working harder than ever, pouring more time, money, and effort into eligibility systems that weren’t designed to solve the problem we’re actually facing: how to serve more people, faster, with fewer staff. It’s not for lack of trying. It’s because we’re optimizing for the wrong outcomes. And now, the pressure is building. Timeliness isn’t great. Error rates aren’t acceptable. Backlogs exist in many programs. Federal agencies are (rightly) frus trated. And families are still stuck waiting weeks for benefits. Let’s be clear: we can’t fix this by continuing to patch and prop up systems built for a different time and a different set of goals. It’s time to stop digging and start designing what’s actually needed.

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Summer 2025 Policy & Practice

We Have a Vision—It’s Not That Complicated

gives you more than a score: it shows where you’re bleeding time, money, and people and what you can do about it. As seen in the following figure, it helps you plot your progression along a maturity curve (see Chart 1). A Practical Way to Get There The real solution isn’t the Maturity Model itself: it’s what we do with it. The model gives us a structured way to look at every part of an agency’s operation, segment by segment, and figure out exactly where things are stuck, what’s causing the backlog, and how to fix it. We use it to find the best entry points for change—and then we get to work. And while the solutions are largely incremental, we don’t do it one piece at a time. We bundle the right changes to tackle the real problems, starting with the areas where agencies can gain the most capacity in the shortest amount of time. We work with you to implement a package of targeted and, most impor tant, modular improvements such as automation, policy guidance tools, virtual agents, and smart routing, all designed to deliver immediate and measurable impacts. Think of it as a fitness tracker for your eligibility operation: it tells you if you’re sprinting, jogging, or still sitting on the couch. The Maturity Model gives us the map. The solution is in the journey. This is how agencies move from paperwork piles to streamlined, no-touch eligibility and from backlogs to breathing room. The beauty of this approach is that it doesn’t require tearing everything down and starting over. Most agencies already have the raw materials they need—they’re just not using them in a way that creates capacity. To get started, you can focus on five moves: 1. Assessing capacity need 2. Picking one bold goal 3. Bundling your innovations and keeping them manageable 4. Keeping results visible 5. Scaling what works You Don’t Need a Revolution, You Need a Rethink

technology budget is expended to keep their core systems running. The costs for portals, infrastructure upgrades, and keeping up with rule changes absorb nearly the entire budget. And the systems don’t do a good job of making the work visible, which is critical for capacity optimization. This is core to our philosophy. Too often, it’s difficult to see true work volumes and where work is stuck. People guess or have no idea. Many compa nies today closely track where orders are and what comes next, and you can even track where the delivery van is on the day of delivery. However, in Eligibility Operations we often talk to states that have very little data driven insight on how long each worker is taking to do a similar task or who is excelling or who needs coaching. We can’t fix this by continuing to patch and prop up systems built for a different time and a different set of goals. To get us out of here, a map is needed: the Eligibility Operations Maturity Model. Where You Want to Be Let’s say you want to achieve the goal of a 30-minute average determination. Since there is no single solution to that challenge, you need a plan. At C!A, we believe that getting somewhere better requires three things: a clear picture of where you are now, a compelling vision of where you want to be, and a prac tical way to get there. That’s where our Eligibility Operations Maturity Model comes in. By breaking operations into three key domains—people, process, and tech nology—and looking across the process systems of your organization, we can help agencies score themselves across levels of capability, including process standardization, automation and AI readiness, workforce enablement, customer engagement, and data and insight utilization. The Maturity Model

In an article C!A wrote last year, we laid out a bold vision: imagine a world where 80 percent of applicants are approved accurately in less than 30 minutes, whether they apply online, on the phone, or in person. No lines. No paperwork purgatory. No endless call queues. As a company solely focused on improving the capacity of agencies to serve more clients effectively, our goal was clear. It resonated with our clients, who shared, discussed, and started their journeys. But many struggled when it came to creating a comprehensive plan and quickly implementing it. Where Are We Stuck? Currently, realizing the vision seems difficult. The systems many agencies are using were never designed to solve the problem we’re facing. Across the country, eligibility timelines remain stuck at 30 days for SNAP and 45 or longer for Medicaid while caseworkers are overloaded with tasks that shouldn’t even require their attention. At the same time, agencies are pouring more time, money, and efforts into fragile eligibility systems that were coded—at great expense—to handle edge cases and focus on compliance over capacity. Many of our clients are struggling to modernize their core systems, and nearly their entire information

Imagine a world where 80% of applicants

are approved accurately in less than 30 minutes.

Sean Toole is the Senior Vice

President at Change & Innovation Agency (C!A), a Vimo Company.

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