Across the country, state human services leaders are navigating one of the most transformative periods in recent memory. The passage of H.R.1 has reshaped expectations around accuracy, training, and accountability, creating both urgency and opportunity for innovation. At the recent ASPHA ISM conference, Leaders, panelists from Oklahoma, Wyoming, North Dakota, and Washington, D.C. shared how they’re reimagining their work in this new environment—with determination, creativity, and a shared focus on the people they serve.
For Sondra Shelby of Oklahoma, the new federal requirements didn’t change the mission—they accelerated it. “We already had a lot of initiatives in motion,” she said, “but H.R.1 amped up the priority.” One of those efforts is a complete rethinking of how Oklahoma trains and supports its workforce. This summer, the state launched a new hire academy grounded in adult learning theory and hands-on application—designed not just to teach but to build confidence and capacity from day one.
In developing the new training model, Shelby’s team had a key realization: the true customer of training isn’t only the trainee, but also the frontline supervisor who guides and reinforces that learning in the field. “Once we saw that, we knew we needed to strengthen that partnership,” she explained. The result is a program that better aligns with day-to-day operations, directly supporting the state’s broader goals around payment accuracy and quality service delivery.
Meanwhile, the team in Wyoming, is working from a position of strength—one of the few states currently maintaining an error rate below 6%. But success, Kristie Gordy cautions, doesn’t mean complacency. “It doesn’t mean we don’t have work to do. It means we need to keep reinforcing what’s worked while continuing to innovate.”
In the past, Wyoming’s flexibility allowed for experimentation—testing new approaches to service delivery with limited downside. Now, with potential financial consequences for rising error rates, that space to innovate feels narrower. The challenge, Gordy noted, is to preserve that culture of continuous improvement while staying within stricter parameters. “The question is how we keep moving forward, trying new ideas, without losing what’s made us successful.”
Robert Hobbelman of North Dakota echoed that theme of balance, but from a different angle. His state was already in the midst of addressing significant technical debt when H.R.1 arrived, forcing a rapid reprioritization of major modernization efforts. “We had just gotten approval to fix some longstanding infrastructure issues,” he said. “Then came H.R.1, and suddenly we’re asking how to do both.”
For Hobbelman, the answer lies in rethinking how states and vendors work together. Instead of each state developing unique, expensive solutions to the same problems, he sees potential in shared tools and approaches that reduce cost and duplication. “We can’t afford to rebuild everything from scratch,” he said. “We need to collaborate differently—technologically, contractually, and operationally—to move faster.”
Former Washington, D.C. Human Services Director Laura Zeilinger offered a broader perspective, reminding leaders that amid system changes and compliance pressures, the mission remains deeply human. “Yes, you have to focus on systems and policies,” she said. “But your ultimate focus has to be on the people you serve.” Zeilinger emphasized the importance of partnerships with community organizations that already support residents—particularly seniors, low-income families, and other vulnerable groups navigating eligibility processes. These partners, she said, can be vital allies in communicating changes, gathering feedback, and helping residents stay connected to the programs they rely on.
“Make sure you’re leveraging those who are already connected to your residents,” Zeilinger advised. “They can help you prepare for what’s coming, communicate clearly, and keep that feedback loop open.”
The discussion captured what “forging ahead” truly looks like in practice: not just adapting to new mandates, but transforming them into opportunities to modernize systems, strengthen teams, and build trust. Whether it’s Oklahoma’s hands-on training, Wyoming’s culture of quality, or North Dakota’s push for smarter collaboration, these leaders are setting the pace for what’s next in human services.
As moderator Blake Shaw reflected, “It’s a balancing act—but one that shows just how committed these leaders are to moving forward with purpose.”
Across states, that commitment is clear. Even under intense pressure and shifting expectations, they’re not just managing change—they’re defining how to meet it head-on. In a year that demands resilience, innovation, and heart, these leaders are truly forging ahead.
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