Policy & Practice | Winter 2025

opportunity areas. These tools are not just artifacts; they are living documents that guide ongoing improvement. Key recommendations included expanding staff capacity by reimagining ways of working to increase access and reduce bottlenecks; transforming the digital experience to make it easier for clients to access services through mobile and web platforms; empowering staff with modern tools by providing the resources needed to support clients effectively, driving impactful commu nications by ensuring that information is clear, timely, and accessible; and engaging partners for collective impact by involving community organiza tions, advocacy groups, and clients themselves in co-design and imple mentation. By focusing on dignity, simplicity, and transparency, CT DSS is working to ensure that changes do not become hurdles, but rather oppor tunities for a smarter, more connected service delivery system. Importantly, this work also chal lenged long-standing assumptions about how services should be deliv ered. By elevating community voices and reexamining existing processes,

CT DSS created space to question the status quo—opening the door to more innovative and responsive service delivery models. Practical Next Steps for Agencies Across the Nation How can agencies across the United States apply these lessons? Consider the following steps: 1. Engage the Community Early and Often: Involve clients, staff, and partners in mapping current experi ences and envisioning the future state. 2.Facilitate Cross-Functional Workshops: Bring together diverse teams to break down silos and co create solutions. 3.Prioritize Dignity and Simplicity: Design processes that reduce admin istrative burden and empower users. 4.Leverage Data and Technology: Use journey maps, client profiles, and digital tools to inform decision making and track progress. 5. Tailor Solutions to Local Needs: Recognize that each state and community is unique and adapt resources and proposals accordingly.

H.R. 1 presents undeniable chal lenges, but it also offers a pivotal opportunity. Through human-centered design, community voices are heard and strong partnerships are formed, human services practitioners can trans form compliance into collaboration, and policy change into people-centered progress. The CT DSS experience dem onstrates the power of cross-divisional collaboration and human-centered design, reminding us that the path forward is not just about what we do, but how, and with whom, we do it. Let’s seize this moment to build systems that are not only compliant, but compassionate; not only efficient, but empowering. Together, we can turn policy mandates into community-driven momentum for lasting change. Laurie Ann Wagner is the Chief Customer Experience Officer for the State of Connecticut.

Carol QuinnToomey is the Connecticut Managing Director at Accenture.

Heidi Reed is the Integrated Eligibility Lead at Accenture.

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Winter 2025 Policy & Practice