Policy & Practice | Winter 2023

PRESIDENT’S MEMO continued from page 3

enough during their lives together. So, now, every day he walks by that plaque, touches it, and says those simple words: Thank you. If I haven’t said it enough, please know that I am grateful for every single one of you. Thank you.

Words don’t do justice for the gratitude I feel for the human services community. So, I’m going to turn to the wisdom of my father. Some of you may have heard me tell the story of the plaque my dad had made, after my mom passed away in 2016, to hang in a beautiful community park that is near his home. I distinctly recall him showing it to me before it was hung.

It said simply “Thank you, Judy.” My first reaction wasn’t a particularly good one, saying something like “Isn’t there more we could have said about Mom?” My dad replied that he had thought a great deal about what to say—and it came down to his profound gratitude for the 50-plus years he spent with my Mom, and the realization that he didn’t thank her

Until I see you next time, take care and keep leaning in . . .

Tracy’s Vision

It’s Fall 2033, and human services leaders are gathering at APHSA’s fall conference line-up to look back on the sector’s progress and plan for the future. Here’s what they have to say: In 2033, the human services system is actually seen as a system—one that sits at the cornerstone of the well-being of people and communities. Like laying a cornerstone is an integral first part of building a home, the human services system is understood to sit at the very foundation of what people and communities need to thrive. When an unexpected storm hits, people are reassured that the human services system is there, providing access to things like nutrition, economic supports, and health care. It does more than stabilize families in tough times, it also fosters economic and social mobility through key building blocks such as employment supports; reliable, quality child care; and financial bridges that allow parents to be promoted into higher wage jobs, without compromising the safety and well-being of their family. Leaders in the human services sector have long ago shed deficit ways of thinking, recognizing the strength of the sector across public, community-based, and private organizations. Leaders are routinely visible in the multiple communities their agencies serve and make an intentional effort to understand “place” through the lens of the people who live and work there. Working together we have built common ground, gen erating the political will necessary to change laws and support flexible investments. Policymakers recognize that investing in the human services system builds com munity resilience, helping people navigate through life’s inevitable ups and downs.

By 2033, we have made meaningful progress in reckoning with the harm our systems have done by addressing the underlying factors that have contributed over time to social inequities and by intentionally dis mantling the structural bias baked in. As a result, the gap in equitable outcomes for communities that have been historically marginalized is decreasing at a mean ingful rate each year. While there is still work to be done, disaggregated data show that the progress is real. And, importantly, we understand far more about how to distribute structural power in ways that authenti cally center families and communities as the drivers of change. We have moved beyond occasional community surveys and time-bound advisory councils to new shared governance structures that provide system leaders with continuous, real-time feedback loops from people expe riencing our services. From a nuts-and-bolts perspective, in 2033 it is now easier to track outcomes and measure the impact of services and programs because our human-serving systems are better aligned—from funding sources to eligibility requirements to service delivery mechanisms to feedback loops. This alignment across systems helps identify where the gaps still exist and supports informed investment decisions. In 2033, widespread use of customer-centered, automated technology means people are in the driver’s seat—able to “tap” the services that help them achieve their goals. There are countless examples of digital and automated platforms that are now ubiquitous, including digital wallets on mobile applications that automatically reload benefits and digital eligibility passports that easily and securely “transport” people’s data from one set of services to another. People accessing services provide real-time feedback on their experiences that support the continuous improvement of our service delivery.

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