3 Ways to Measure Success in Benefits Modernization

State government agencies across the country are investing in technology to improve access to services, streamline operations and reduce administrative burdens. But amid all the innovation, one central question remains: How do we define success?

The Better Government Lab, a joint initiative between Georgetown University and the University of Michigan, has explored this concept in depth. In a recent Journal of Economic Perspectives article, researchers noted: “Technology is a tool — it can reduce or exacerbate administrative burdens. Increasingly, government has a digital face, meaning the role of technology becomes ever more central to how burdens are experienced.”

Agencies must design that digital face with purpose. We often hear from state leaders that, while modernization is underway, defining clear metrics to evaluate success is a persistent challenge. Here are three practical ways to measure outcomes and ensure your modernization efforts deliver real benefits.

1. REDUCE MANUAL WORK FOR CASEWORKERS

Staffing shortages and burnout are pressing issues in human services. Agencies are seeking ways to empower caseworkers and reduce repetitive tasks. One powerful metric: hours saved through automation.

Take, for example, Minnesota. In 2023, the state faced a daunting challenge — processing hundreds of thousands of Medicaid renewals with limited staff. Their auto-renewal rate was just 17 percent.

By updating their eligibility system for Modified Adjusted Gross Income (MAGI) Medical Assistance, Minnesota Department of Human Services and Minnesota IT Services achieved remarkable results, improving their auto-renewal rate to 80 percent. Within one cohort, they auto-renewed 46,885 cases without requiring forms, which saved 36,000 hours and $1.3 million in costs.

This is a textbook example of how automation can drive efficiency and reduce administrative burden.

And there's additional opportunity with unstructured data. Caseworkers often spend hours searching for key information buried in narrative notes across multiple systems. For example, a caseworker might record a therapist’s phone number in a case note, only to spend valuable time searching for it weeks later. By integrating tools that extract and organize unstructured data — like contact details, appointment history or service interactions — agencies can measure improvements in decision-making speed and data accessibility.

2. IMPROVE SATISFACTION RATES FOR BENEFICIARIES AND FAMILIES

Human-centered design must be a guiding principle for modern benefits delivery. Agencies should measure success by how well technology serves the people who rely on it.

District Direct, Washington, D.C.'s benefits portal, for example, offers a seamless experience for applicants who need to complete tasks online, such as tracking application status, uploading documents and determining Medicaid eligibility. No in-person visits are required. This intuitive, accessible design helps ensure eligible individuals receive the benefits they qualify for.

Guided self-service functions on these platforms doesn’t mean “figure it out yourself.” Virtual assistants and guided workflows can help users find benefits, screen for eligibility and view payment status.

Key metrics to track could include:

• Percentage of applications submitted online
• Reduction in wait times
• Document upload rates
• User satisfaction scores from post-application surveys

People who use self-service options to access their benefits often report having a better experience. One user of New York City’s health and human services recently shared that accessible interfaces and mobile access mean that health and human services become “so much more integrated into my life.”

3. STRENGTHEN PROGRAM INTEGRITY AND OUTCOMES

A third critical measure of success is program integrity. This means ensuring benefits reach the right people at the right time, while minimizing fraud and error.

States like Texas are exploring predictive analytics to flag inconsistencies in applications and reduce improper payments. These tools can also help identify individuals at risk of losing benefits and proactively intervene.

Key metrics to track include:

• Reduction in error rates
• Number of flagged cases resolved before benefits disruption
• Cost savings from fraud prevention

BENEFITS MODERNIZATION IS A TRANSFORMATION

Benefits modernization transforms how government serves people. By defining success through clear, human-centered metrics, agencies can ensure their investments deliver meaningful outcomes.

It’s worth noting that many agencies are applying artificial intelligence to this transformation. Each path will be unique, but those who approach AI adoption with strategic focus and comprehensive planning position themselves to unlock tremendous possibilities for transforming service delivery.

The intersection of benefits modernization and AI represents an opportunity to fundamentally improve how agencies support their communities. Success in this endeavor must be focused on clear outcomes and continuously refining systems that truly serve human needs.

Whether reducing manual work, improving satisfaction, or strengthening program integrity, agencies can turn modernization into a measurable impact.

Jeff Reid is executive vice president and general manager for Cúram at Merative, a business with more than 25 years of experience helping national, regional and local governments to transform the delivery of health and human services, supporting them as they modernize benefits and explore AI. He is a seasoned global technology services leader with experience spanning health and human services, health-care insurance and related industries, focusing on complex SaaS operations, digital transformations, and customer-centric initiatives. Jeff holds a master’s degree in business administration from the Moore School of Business at the University of South Carolina.