Picture a typical morning at a county agency. Before noon, staff answered the same five questions dozens of times: What are your hours? How do I pay my property taxes online? Where do I go to renew my business license? What’s the status of my permit? Did you receive my application? These aren’t unimportant questions. […]
At health and human services agencies across the country, there are conversations happening about AI that include phrases like these: We understand that instinct to be cautious. AI is moving fast, the policy landscape is complicated, and nobody wants to make a costly mistake. But the workforce crisis isn’t waiting; agency caseloads aren’t decreasing, and
Stop Waiting, Start Crawling: How HHS Agencies Can Take the First Step on AI Read More »
A question that often comes up when TipCo talks about AI with health and human services agencies: Are you worried about losing the human side of human services? It’s a good question and our answer might surprise you. No, we’re not worried. In fact, TipCo believes that AI is one of the best opportunities we’ve had
Putting the Human Back in Human Services: How AI Creates More Space for Empathy Read More »
At the New York Public Welfare Association’s (NYPWA) 2026 Winter Conference, TipCo moderated a panel session that didn’t feel much like a typical conference presentation. There were real conversations, metrics, and effects on staff. Three New York county commissioners—Sarah Merrick of Onondaga County, Kira Pospesel of Greene County, and Don Horan of Allegany County—sat down
If you work in health and human services, you already know what payment error rates are, and you probably know that the stakes around them just got a lot higher. Under H.R. 1, states with SNAP payment error rates above 6 percent will be required to cover a share of benefit costs starting in FY
The SNAP Error Rate Fix Nobody’s Talking About: Give Workers More Time Read More »
HHS supports strategies for effective enterprise governance, strengthening risk management, and enhancing strategic decision-making to achieve programmatic goals. This initiative aims to foster a culture of change for continuous improvement in program and mission delivery. Objective 5.1—Promote effective enterprise governance to ensure programmatic goals are met equitably and transparently across all management practices Foster collaboration and
HHS is committed to restoring trust and advancing science and research. The Department prioritizes science, evidence, and inclusion to enhance the design, delivery, and outcomes of its programs. Strategic Objective 4.1—Improve the design, delivery, and outcomes of HHS programs by prioritizing science, evidence, and inclusion HHS employs strategies to enhance the design, delivery, and outcomes
HHS is dedicated to improving the social well-being and economic resilience of all Americans. Through its programs and support, HHS seeks to provide families and individuals with pathways to economic equity. Objective 3.1—Provide effective and innovative pathways leading to equitable economic success for all individuals and families Facilitate the enhancement of systems and the development
HHS is dedicated to improving health conditions and outcomes for everyone by enhancing capabilities to predict, prevent, prepare for, respond to, and recover from disasters, public health emergencies, and threats, both domestically and abroad. Objective 2.3—Enhance promotion of healthy behaviors to reduce occurrence of and disparities in preventable injury, illness, and death This objective focuses
HHS works to protect and strengthen equitable access to high quality and affordable healthcare. Increasing choice, affordability, and enrollment in high-quality healthcare coverage is a focus of the Department’s efforts in addition to reducing costs, improving quality of healthcare services, and ensuring access to safe medical devices and drugs. Objective 1.1—Increase choice, affordability, and enrollment