Policy & Practice | Winter 2025

partnering for impact

By Laurie Ann Wagner, Carol Quinn Toomey, and Heidi Reed

Lessons from Connecticut’s Community Led Approach to Work Requirements

T he passage of H.R. 1 has ushered in a new era for human services agencies across the United States. With significant changes to Medicaid and Supplemental Nutrition Assistance Program (SNAP) work requirements, practitioners are facing a complex landscape—one that demands not only compliance, but also innovation, empathy, and, above all, community partnership. As we collectively respond to these shifts, the experience of the Connecticut Department of Social Services (CT DSS) offers a compelling blueprint for how community-focused solutions and authentic partnerships can drive meaningful, sustainable change. H.R. 1’s new work requirements for Medicaid and SNAP are more than policy adjustments, they are cata lysts for transformation. For agencies like CT DSS, these changes mean increased staff workload (especially in processing verifications); public confusion and anxiety as individ uals navigate new eligibility rules; concerns about program funding and staff support; and exacerba tion of existing challenges such as resource constraints, siloed teams, workforce gaps, and complex, dis jointed systems. These realities are not unique to Connecticut. Across the country, human services agencies are grappling with similar pressures. The question is: How do we move from reactive compliance to proactive, community-driven transformation? Understanding the Moment

Centering the Community A recent workshop conducted with CT DSS, and co-led by Accenture, exem plifies a shift in mindset—from seeing clients as passive recipients to identi fying their individual experiences to create meaningful solutions that support a positive interaction with CT DSS. The workshop’s approach was rooted in several principles: putting the client perspective first by mapping the eligi bility journey through the eyes of those directly affected by policy changes; providing cross-channel support by identifying needs across in-person, phone, and digital channels to ensure no one is left behind; and reducing fear and burden by designing processes that are not only efficient, but also reduce anxiety and empower clients and staff alike. By involving clients, staff, and leadership in journey mapping and solution ideation, CT DSS demonstrated that those closest to the challenge are often closest to the solution. This com munity-focused approach surfaces pain

points that might otherwise be missed and generates ideas that are both prac tical and deeply resonant. The Power of Partnership One of the workshop’s key insights was the importance of cross-functional col laboration within CT DSS. By bringing together operations, legal, policy, tech nology, quality assurance, data team, and leadership, CT DSS ensured that all perspectives were considered. This col laborative model breaks down silos that can hinder innovation, aligns priorities across teams, and builds a shared sense of ownership and accountability. For other states, the lesson is clear: lasting change requires partnerships—within agencies, across government, and with the communities served. Designing for Dignity and Empowerment The workshop’s outputs included detailed client and staff profiles, journey maps, and prioritized

Illustration by Chris Campbell

4

Policy & Practice Winter 2025