This article reviews two examples of how Nava has used open-source technologies to bring human-centered testing practices to government services software.
Through our research understanding the government digital service field and what workers in this field need, we want to help strengthen those existing roles and establish more pathways for promotion and career support, as well as help other teams recognize the value of these skills and create new roles.
Californians who receive food assistance come from all backgrounds, but many share a similar story: they were barely getting by financially when they were tipped into crisis by an unexpected expense or loss of income. This site shares their stories.
This post explores the lessons learned and opportunities for improvement from USDR's research on families' experiences as they navigate the child care journey.
The Community-Driven Policies and Practices project engaged people experiencing poverty in power-building sessions to develop advocacy plans for economic justice. This report offers recommendations for nonprofits to engage people with lived experience of poverty in advocacy.
An interview with Wendy De La Rosa, assistant professor at the Wharton School at the University of Pennsylvania. De La Rosa discusses how the concept of “psychological ownership” can encourage people to take up benefits they are eligible for.
This mainstage session from FormFest 2024 included conversations about form design, accessibility, user experience, and data collection to show how good forms can build trust and confidence in government.
The Digital Benefits Network at the Beeck Center for Social Impact + Innovation at Georgetown University and Public Policy Lab co-hosted a webinar presenting breaking research on beneficiary experiences with digital identity processes in public benefits.
A profile on FormFest speakers Tait Chamberlain and Sean Cassidy, featuring stories about their motivations for working on public sector form innovation.
Washington Technology Solutions (WaTech) launched a three-year (2024-2026) strategic plan centered around three key goals: optimize service delivery for customers, cultivate an flexible and innovative workplace, and establish WaTech's role as a statewide technology leader.
