Federal health agencies seeking to modernize must do so with clear intent and mission alignment, says Monica Rosser of Maximus.
But what does that look like in practice? It’s simple to define but requires a multipronged strategy to deliver on, Rosser, executive managing director for health at Maximus, told Federal News Network for our Forward-Thinking Government series.
“Modernization with a purpose means aligning every investment with the mission of improving health outcomes,” she said.
To achieve that, agencies need to align technology, data and workforce strategies against that goal of proactively improving the health outcomes of their constituents, Rosser said. “You always need to start with the why.”
Pillars for modernizing with mission alignment
Rosser outlined three strategic pillars:
- Data as a strategic asset to drive real-time decisions
- Integrated systems to break down silos
- Agility and readiness to respond to crises and to future-proof operations
Rosser emphasized that modernization isn’t just about upgrading systems. It’s about aligning every investment with desired mission impact. And she cautioned, “The cultural change is almost harder than the technology change.”
With the rise of advanced artificial intelligence capabilities, federal health agencies are better positioned to scale modernization efforts, even amid staffing and budget constraints, Rosser said.
This shift is already underway, as AI continues to move from isolated use cases and pilot projects to enterprisewide adoption across government. She pointed to the 2025 Better Design Executive Order and AI Action Plan as clear signals of this momentum.
In the federal health arena, Rosser pointed to real-world examples at agencies. For instance, the Veterans Affairs Department now uses natural language tools to accelerate claims processing under the PACT Act.
She stressed that AI needs to be implemented with governance, ethics and human oversight.
“AI is not just a futuristic tool. It’s now a critical enabler of mission delivery but needs to be done with empathy and human oversight,” she said.
The timing is ideal, as the evolution of generative and agentic AI capabilities is happening just as there’s an urgent need to support caregivers and build what Rosser calls whole-health ecosystems to connect individuals to resources, community support and personalized care pathways.
“These are things that we will see in the next few months and years, and that’s why this whole idea of modernization with a purpose really matters,” she said.
We asked Rosser to drill down into what’s necessary to make whole-health ecosystems a success.
Use data as a strategic asset
Federal health agencies hold vast amounts of data, but unlocking its value requires an intentional strategy, Rosser said.
“We as a federal health ecosystem are sitting on massive amounts of data. What we need to do is harness that power and empower agencies.”
She emphasized that data should drive real-time, proactive decisions to improve health outcomes.
Shift AI from pilots to enterprise adoption
Rosser reiterated her comment that AI is no longer experimental.
“We’ve had [AI] and been using it in subtle and unique ways that people really weren’t aware of,” she said.
But increasingly, it’s a critical enabler of mission delivery. The technology is embedded in how federal health agencies operate and deliver services, she said, highlighting a shift from passive use to intentional, strategic deployment.
Embed human-centered design in tech modernization
Whether AI or other technology, agencies shouldn’t view modernization efforts as avenues for replacing people, especially in health organizations, Rosser stressed.
Yes, agencies might be able to do more with smaller teams, but the primary focus should be on reducing administrative burden and improving workflows — not replacing human compassion, she said. How should agencies do that? They need to design solutions with the end user in mind, she said.
The best federal health solutions are made by keeping the focus on: “How is this is going to accelerate the business process outcomes? Then by embedding human-centered design from the very beginning,” Rosser said.
Support caregivers with digital tools and community
With millions of Americans serving as caregivers, Rosser recommends that all health organizations should focus on implementing tech solutions that reduce isolation and burnout. It’s not just a federal or an industry challenge. It’s a whole community challenge, she said, which is why Rosser advocates for the creation of centralized resources and virtual support networks.
“We are at the verge of a silver tsunami where 10,000 of our fellow Americans are turning 65 and older,” she said. “So what does that mean from a technology enablement perspective for our caregivers? Technology can help solve for that by offering virtual communities of support and care.”
Drive cultural change to enable transformation
Successful digital transformation hinges not just on tools but on connecting those tools to meaningful, mission-driven outcomes that resonate with frontline staff, Rosser said.
Her advice: Agencies must invest in champions, create safe spaces for experimentation and tie transformation to real-world impact.
“You’re starting with the why but making it real, showing where the technology enablement will change the day-to-day delivery of care and benefits — that’s a profound conversation.”
Rosser’s central message is clear: Federal health agencies must modernize with purpose — aligning every investment in technology, data and workforce strategy with the mission of improving health outcomes.
It’s about building a proactive, people-centered health ecosystem that delivers real impact, she said.
“I imagine a future where veterans and their caregivers are given a care plan that is personalized before the time of need, public health threats are detected in real time and addressed in a comprehensive manner, and every citizen has a digital health record that travels with them, securely, seamlessly.”
Discover more ways to use technology to reimagine how your agency meets its mission in our Forward-Thinking Government series.
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