P&P August 2016

WHAT IF continued from page 33

Internet of Me: Connected Devices Reinvent Self-Service

use digital profiles to track anomalies in cardholders’ spending patterns to prevent fraud. By digitally transmitting and managing customer information from connected devices with proper security and governance, agencies increase client centricity and deliver services proactively. This is revolutionary. Instead of relying on caseworkers and clients to “feed the system,” the system feeds itself. It is insight-driven, making connections and triggering next-best- actions so agencies work differently. Intelligent Automation: Humans and Machines Working in Harmony

already happening with no-touch processing. Case in point: The Ohio Integrated Eligibility System uses no-touch processing for intake and case creation, relying on state and federally defined program rules to determine eligibility. Citizens can apply online and receive near real- time eligibility determination without worker intervention. Today, more than 60 percent of applications have some form of automated processing. As agencies implement intelligent automation, they must determine the best-use cases. It is also critical to rethink policy, building rules and toler- ances that will affect all facets of the organization. FromWhat If to What’s Now Analytics, Internet of Things, and Intelligent Automation are human service game changers. To benefit, agencies must invest strategically and address the organizational impact broadly. Funding mechanisms and approaches must also evolve to take advantage of these new tools. This is how human service agencies can build the foundation for tomor- row’s digital human services agency. It is a bright future—proactive, client-centric services with agile, insight-driven operations so agencies move up the Human Services Value Curve.

Online public portals and mobile apps allow citizens to check eligi- bility for services, apply for and manage benefits, and coordinate with agencies and service providers. The convergence of connected devices and digital data from third-party sources extends the art of the possible in self service, empowering citizens and improving caseworker effective- ness. This is the Internet of Things, the next generation of mobility. In addition to smartphones and tablets, everyday objects such as wearables, cars, and homes are connected. Such devices can expand contextual data that agencies have about their clients. This creates a mechanism to tailor health and human service delivery at scale—providing information and experiences customized to who people are and what they need. What if agencies delivered “My Human Services” based on insight from mobile digital identification? The concept of a personal digital profile is common in other industries. In health care, electronic medical records provide a single patient profile that can be accessed by health care teams over time and often across institutional boundaries. Credit card companies agencies delivered “My Human Services” based on data insight frommobile digital identification?

agencies coulddetermine programeligibility in real timewithout any caseworker intervention?

Software that learns can dra- matically change how human service agencies work, reallocating precious resources, including time, money, and expertise. This is workforce efficiency for the digital age. It is a common- sense approach to automating transactional tasks to improve service delivery and lower costs. Caseworkers are freed up for vital judgment work. Customers are also empowered— spending less time tracking basic services and more time charting their path to self-sufficiency. What if agencies could determine program eligibility in real time without any caseworker intervention? It is

Debora Morris is the managing director, Accenture Health and Human Services Growth and Strategy Lead.

SeanToole is the managing director at Accenture Human Services.

Analytics, Internet of Things, and Intelligent Automationare human service game changers. To benefit, agenciesmust invest strategically and address the organizational impact broadly. Fundingmechanisms and approachesmust also evolve to take advantage of these new tools.

August 2016   Policy&Practice 49