The article from FUSE explores the process of embedding a culture of innovation within government agencies, particularly focusing on a case study from the California Health and Human Services Agency (CHHS). Led by Niles Friedman, a FUSE Executive Fellow, the initiative aimed to build an Office of Innovation and shift the agency’s approach to delivering services, using human-centered design and data-driven decision-making.

Friedman worked closely with CHHS’s 12 departments to foster cross-department collaboration and develop proof-of-concept projects that addressed specific challenges, such as improving child-hunger program enrollment through data analytics and geo-mapping tools. The initiative placed a strong emphasis on experimentation and was open to failure as part of the learning process, challenging traditional bureaucratic mindsets.

The project highlights how focusing on the needs of end-users—citizens—can lead to the development of innovative digital services and operational improvements, impacting thousands of Californians. It also demonstrated the importance of building internal movements within government agencies to sustain long-term innovation. This work has set the stage for similar efforts to improve service delivery across various government settings.

For more details, you can read the full article on the FUSE website.