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class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-8 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-8 mdc-u-ts-9"><span> </span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j">Ramsey Fahs </span></span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j">Nehal Mehta </span></span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j">Jim Pallotta </span></span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j">Rachel Riley </span></span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j"><a data-component="mdc-c-link" href="/our-people/sarah-tucker-ray" class="mdc-c-link-inline___7DRrt_2734c4f mdc-c-link-inline--secondary___YKoOK_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Sarah Tucker-Ray</span></a> </span></span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j"><a data-component="mdc-c-link" href="/our-people/hrishika-vuppala" class="mdc-c-link-inline___7DRrt_2734c4f mdc-c-link-inline--secondary___YKoOK_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Hrishika Vuppala</span></a><span> </span></span></span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j">Rob Whiteman</span></span></div><div class="mdc-u-grid-col-md-start-8 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-8 mdc-u-grid-col-lg-end-11 ArticleContent_mck-c-article-content__share-tools__kWRRw"></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-animation-blur-in-400"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-5"><div class="mck-u-links-inline">State government leaders can proactively streamline service delivery to the public amid a quickly evolving situation—and maintain the improvements.</div></div></div></section><main data-layer-region="article-body" class="mdc-u-grid mdc-u-grid-gutter-xxl"><div class="mdc-u-grid mdc-u-grid-col-1 mdc-u-grid-col-md-12"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div class="mdc-o-content-body mck-u-dropcap"><div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="DownloadsSidebar_mck-c-downloads-sidebar__iFmyt mck-o-xs-right-span"><div data-layer-region="downloads-right-rail"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f"></h3><div><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f"><a data-component="mdc-c-link" href="#/download/%2F~%2Fmedia%2Fmckinsey%2Findustries%2Fpublic%20and%20social%20sector%2Four%20insights%2Fcovid%2019%20how%20american%20states%20can%20manage%20the%20surge%20in%20unemployment%20services%2Fcovid-19-how-american-states-can-manage-the-surge-in-unemployment-services-f.pdf%3FshouldIndex%3Dfalse" class="DownloadsSidebar_mck-c-downloads-sidebar__download-link__fPqFQ mdc-c-link___lBbY1_2734c4f" target="_self" data-layer-event-prefix="Download Link" data-layer-action="click" data-layer-report-type="" data-layer-file-name="covid-19-how-american-states-can-manage-the-surge-in-unemployment-services-f" data-layer-report-name="covid-19-how-american-states-can-manage-the-surge-in-unemployment-services-f>"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--size-md___yi5fA_2734c4f mck-download-icon"></span><span class="mdc-c-link__label___Pfqtd_2734c4f"> (PDF-952 KB)</span></a></div></div></div></div> <p><strong>In a matter of weeks,</strong> a single confirmed case of COVID-19 in the United States has exploded into a human tragedy that has affected hundreds of thousands of people in the country. The pandemic has also created an economic crisis that is stretching state governments’ ability to deliver support services.</p> <p>As businesses lay off workers in the face of an abrupt economic slowdown, a spike in unemployment has tested state governments’ capacity. Almost 3.3 million people filed initial claims for unemployment benefits between March 15 and March 21, 2020, the highest on record for the country.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="3a56c08c-0279-432c-b84c-a3de8508e82a"><sup class="FootNote_footnotesup__e73z_">1</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="3a56c08c-0279-432c-b84c-a3de8508e82a" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">“COVID-19 impact,” U.S. Department of Labor, March 26, 2020, dol.gov.</span></span></span></a></span> Unemployment programs are underequipped to meet this level of need: programs themselves are understaffed for a crisis, processes easily overwhelm legacy IT systems, and in-person appearances aren’t feasible during a pandemic. </p>  <p>At the moment, claimants are facing obstacles at every step of the process to obtain unemployment benefits (Exhibit 1):</p> <ol> <li><em>Insufficient awareness of services and benefits.</em> Many residents who have lost their jobs don’t know which benefits they are eligible for or where and how to access them. And those who do find an entry point can struggle with navigation, bouncing between websites and call centers to resolve issues—without the option of going to a field office for guidance. Additionally, employers in many states are unaware that they can submit batch applications on behalf of their employees. Employer-submitted batch applications can significantly reduce strain on systems while meaningfully decreasing the number of days it takes for claimants to receive their benefits.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="ba131885-a714-4e6b-bee0-2be62246f1f8"><sup class="FootNote_footnotesup__e73z_">2</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="ba131885-a714-4e6b-bee0-2be62246f1f8" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Taylor Gantt, “What You Need To Know: Help With Unemployment Benefits,” <em>Georgia Public Broadcasting</em>, March 24, 2020, gbdnews.org.</span></span></span></a></span></li> <li><em>Complex and difficult-to-access systems when requesting services.</em> Application forms for unemployment benefits are long, complicated, and sometimes entirely analog. Unemployment websites often interface and rely on legacy systems that are not designed to handle the current volume of requests. In addition, some states lack mobile-responsive websites, which constrains low-income residents who don’t own computers and cannot access desktop computers in locked-down public spaces such as libraries. </li> <li><em>Inefficient request processing.</em> Back-end processing is often manual, labor intensive, and fraught with bottlenecks. For example, many states still use mailers to verify loss of employment, delaying processing by at least a few days. In addition, most states’ aggressive antifraud stance means that even simple inconsistencies in an application—writing “Street” instead of “St.,” for instance—can trigger enhanced validations and delay cases.</li> <li><em>Lengthy and opaque service-delivery timelines.</em> Largely because of process traps, claimants can wait for weeks or even months to receive their benefit checks. During this period, their application status is often unclear or unavailable. Indeed, a claimant might not know that an application is incomplete or erroneous—and therefore not progressing.</li> </ol> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start mdc-u-mb-3 GenericItem_mck-c-generic-item__sGwKL"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-xs GenericItem_mck-c-generic-item__content__gq1m0"><div class="mck-c-eyebrow mdc-u-ts-10"><span> 1</span></div></div></div><div class="mck-u-inline-module-border-top mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/industries/public%20and%20social%20sector/our%20insights/covid%2019%20how%20american%20states%20can%20manage%20the%20surge%20in%20unemployment%20services/svgz-covid19-american-states-unemployment-services-ex1.svgz?cq=50&cpy=Center"/><img alt="COVID-19 complicates each step of state governments’ eorts to provide critical services to residents." src="/~/media/mckinsey/industries/public%20and%20social%20sector/our%20insights/covid%2019%20how%20american%20states%20can%20manage%20the%20surge%20in%20unemployment%20services/svgz-covid19-american-states-unemployment-services-ex1.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="lightest-grey" data-module-category="" data-module-gradient-position="bottom-right" class="mck-c-inline-module-container SideBar_mck-c-sidebar__bgimg-wrapper__Qj4Dt mck-o-sm-left-span SideBar_mck-c-sidebar__sidebar-wrapper__Dpjw2 SideBar_mck-c-sidebar__sidebar-wrapper--istablet__IQ6ii mck-u-screen-only mck-c-module-wrapper" data-layer-region="sidebar"><div class="SideBar_mck-c-sidebar__epoAm mck-o-md-center"><div class="SideBar_mck-c-sidebar__share-icons-wrapper__9gB_c"><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--display-column___X0HDD_2734c4f SideBar_mck-c-sidebar__share-icons___eQy6"><div data-component="mdc-c-dropdown-menu" class="mdc-c-drop-down"><button data-component="mdc-c-button" aria-label="" type="button" id="button_id" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--ghost mdc-c-button--size-medium mdc-c-drop-down__rootmenu___yJzvz_2734c4f" aria-expanded="false" aria-haspopup="menu"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--default___f-hQM_2734c4f mdc-c-icon--size-md___yi5fA_2734c4f mck-share2-icon"></span></button><div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="white" data-module-category="" class=""></div></div><button data-component="mdc-c-button" aria-label="Expandable Sidebar" type="button" id="button_id" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--ghost mdc-c-button--size-medium SideBar_mck-c-sidebar__toggle-btn__EL8iE" aria-expanded="false" data-layer-event-prefix="UI Item" data-layer-action="click" data-layer-category="sidebar" data-layer-subcategory="open" data-layer-text="open sidebar"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--radial___y3csX_2734c4f mdc-c-icon--size-xxl___cL3ZT_2734c4f mck-plus-no-circle-icon"></span></button></div></div><div class="SideBar_mck-c-sidebar__content-outer__UdWCq"><div class="SideBar_mck-c-sidebar__eyebrow__5GSEq"></div><div class="SideBar_mck-c-sidebar__content__raEwe"><h2 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-3 SideBar_mck-c-sidebar__content-heading__NJekY"><div>Pandemic Unemployment Assistance program presents new challenges for states</div></h2><div class="SideBar_mck-c-sidebar__content-description__4p9iI mdc-u-ts-7"><div class="mdc-o-content-body"><p><strong>Over the past few weeks,</strong> state governments have also faced challenges implementing the Pandemic Unemployment Assistance (PUA) provisions of the Coronavirus Aid, Relief, and Economic Security (CARES) Act. This program expands eligibility to several types of workers, including those who have insufficient work history, are caring for COVID-19 patients, or are self-employed.</p> <p>There were about 16 million self-employed workers in 2019.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="9ec58003-bd22-4d38-a5c0-c0c175b1c162"><sup class="FootNote_footnotesup__e73z_">1</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="9ec58003-bd22-4d38-a5c0-c0c175b1c162" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">US Bureau of Labor Statistics, bls.gov.</span></span></span></a></span> They traditionally have not been served by state unemployment-insurance programs, and they have unique employment situations. Some are self-employed small business owners and keep track of their own income. Others are independent contractors who receive a Form 1099 from their employers rather than a Form W-2.</p> <p>According to recent research, states have struggled to incorporate PUA into their traditional applications and have questions about work history that do not apply to self-employed workers. This is creating confusion among self-employed applicants, who in April expressed the following:</p> <ul> <li><em>I don’t know why they declined me, since I answered all of the questions. I want to understand why I wasn’t qualified.</em></li> <li><em>It’s so painful to provide proof of income because some of my clients just pay me through PayPal or check, and others do direct deposit. I don’t know how to find my income and expenses.</em></li> <li><em>The system wasn’t ready for 1099 applications. The state just wasn’t ready for us.</em></li> </ul> <p>States have also faced challenges modifying applications built in older systems and managing increased demand for manual review as agents process new types of applications.</p> <p>We found that states could streamline the process for both applicants and adjudicators by considering interventions at three points in the applicant journey:</p> <ul> <li><em>Structure website and application to optimize intake of PUA applicants.</em> Work with the development or vendor team to design an alternate application-form path for PUA applicants, including disaster-specific questions and work history fields that are flexible and tailored to self-employed workers. Keep the application simple, provide document-upload tools, and actively communicate PUA as an option so claimants know they are in the right place. Additional outreach through the web, call centers, and press can help educate newly eligible applicants about the program.</li> <li><em>Consider presumptive eligibility for PUA applicants, moving verification to the back end.</em> Assume eligibility for applicants based on initial self-reported answers, such as reasons for losing employment. States could provide a conditional minimum payment amount while finalizing verification in a batched process. Random checks for errors, identity theft, and other fraud can help protect program integrity and applicants.</li> <li><em>Minimize manual processes in back-end eligibility checks.</em> Equip staff with software that extracts key information from claimant-uploaded documents, and automate time-intensive steps in the review process. Explore opportunities to use data from existing statewide databases, such as for business licenses and past income tax filings.</li> </ul> <p>PUA is another wrinkle that state unemployment insurance programs need to iron out amid the economic fallout from COVID-19. But it also gives states an opportunity to boldly reimagine the customer-experience journey as they adjust processes and programs. With a sharp focus on user experience, states can rapidly modify an application to avoid or resolve pain points and quickly connect affected individuals to the benefits they need.</p></div></div></div></div></div></div> <p>Yet the public is depending on unemployment programs to meet the challenge. Unemployment assistance is one of the few immediately available financial lifelines, not only for residents in need but also—in a massive economic event such as the COVID-19 pandemic—for local economies (see sidebar “Pandemic Unemployment Assistance program presents new challenges for states”for how state governments could overcome these additional challenges faced in implementing Pandemic Unemployment Assistance for self-employed workers). For a local economy, unemployment insurance has the potential to inject far greater stimulus than the individual assistance in the federal relief package given the level of support per person. In the face of these challenges, states could consider five levers to identify and address bottlenecks and rapidly deliver benefits to residents (Exhibit 2). </p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start mdc-u-mb-3 GenericItem_mck-c-generic-item__sGwKL"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-xs GenericItem_mck-c-generic-item__content__gq1m0"><div class="mck-c-eyebrow mdc-u-ts-10"><span> 2</span></div></div></div><div class="mck-u-inline-module-border-top mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/industries/public%20and%20social%20sector/our%20insights/covid%2019%20how%20american%20states%20can%20manage%20the%20surge%20in%20unemployment%20services/svgz-covid19-american-states-unemployment-services-ex2.svgz?cq=50&cpy=Center"/><img alt="To address these challenges, governments can use ve mutually reinforcing levers while prioritizing quick wins." src="/~/media/mckinsey/industries/public%20and%20social%20sector/our%20insights/covid%2019%20how%20american%20states%20can%20manage%20the%20surge%20in%20unemployment%20services/svgz-covid19-american-states-unemployment-services-ex2.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <p>Critically, each of these levers can have a tangible impact within days or weeks, enabling states to weather surging demand (to see what states could accomplish immediately, see sidebar, “Easing service backlogs within 24 hours”). Taken together, these levers help set the stage for fundamental process redesigns—rather than mere incremental improvements. </p> <div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="lightest-grey" data-module-category="" data-module-gradient-position="bottom-right" class="mck-c-inline-module-container SideBar_mck-c-sidebar__bgimg-wrapper__Qj4Dt mck-o-sm-left-span SideBar_mck-c-sidebar__sidebar-wrapper__Dpjw2 SideBar_mck-c-sidebar__sidebar-wrapper--istablet__IQ6ii mck-u-screen-only mck-c-module-wrapper" data-layer-region="sidebar"><div class="SideBar_mck-c-sidebar__epoAm mck-o-md-center"><div class="SideBar_mck-c-sidebar__share-icons-wrapper__9gB_c"><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--display-column___X0HDD_2734c4f SideBar_mck-c-sidebar__share-icons___eQy6"><div data-component="mdc-c-dropdown-menu" class="mdc-c-drop-down"><button data-component="mdc-c-button" aria-label="" type="button" id="button_id" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--ghost mdc-c-button--size-medium mdc-c-drop-down__rootmenu___yJzvz_2734c4f" aria-expanded="false" aria-haspopup="menu"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--default___f-hQM_2734c4f mdc-c-icon--size-md___yi5fA_2734c4f mck-share2-icon"></span></button><div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="white" data-module-category="" class=""></div></div><button data-component="mdc-c-button" aria-label="Expandable Sidebar" type="button" id="button_id" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--ghost mdc-c-button--size-medium SideBar_mck-c-sidebar__toggle-btn__EL8iE" aria-expanded="false" data-layer-event-prefix="UI Item" data-layer-action="click" data-layer-category="sidebar" data-layer-subcategory="open" data-layer-text="open sidebar"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--radial___y3csX_2734c4f mdc-c-icon--size-xxl___cL3ZT_2734c4f mck-plus-no-circle-icon"></span></button></div></div><div class="SideBar_mck-c-sidebar__content-outer__UdWCq"><div class="SideBar_mck-c-sidebar__eyebrow__5GSEq"></div><div class="SideBar_mck-c-sidebar__content__raEwe"><h2 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-3 SideBar_mck-c-sidebar__content-heading__NJekY"><div>Easing service backlogs within 24 hours</div></h2><div class="SideBar_mck-c-sidebar__content-description__4p9iI mdc-u-ts-7"><div class="mdc-o-content-body"><p><strong>Some states</strong> might not have time and resources to implement all recommendations (exhibit).</p> <p>However, every state can accomplish the following tasks, which will more easily match residents to unemployment benefits:</p> <ul> <li>Adapt eligibility guidelines to reflect new federal and state permissions.</li> <li>Encourage employers to submit batch applications on behalf of their employees if the system allows it.</li> <li>Smooth demand with tactics such as assigning different times of day for different groups to apply.</li> <li>Prominently display links to file claims on web pages.</li> <li>Reallocate capacity from other departments to unemployment benefit–related tasks.</li> <li>Sort and assign cases based on complexity to maximize processing speed.</li> </ul> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start mdc-u-mb-3 GenericItem_mck-c-generic-item__sGwKL"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-xs GenericItem_mck-c-generic-item__content__gq1m0"><div class="mck-c-eyebrow mdc-u-ts-10"><span> </span></div></div></div><div class="mck-u-inline-module-border-top mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/industries/public%20and%20social%20sector/our%20insights/covid%2019%20how%20american%20states%20can%20manage%20the%20surge%20in%20unemployment%20services/svgz-covid19-american-states-unemployment-services-ex-sidebar.svgz?cq=50&cpy=Center"/><img alt="An array of immediate, short-term, and medium-term actions can help states ensure services reach their most vulnerable residents." src="/~/media/mckinsey/industries/public%20and%20social%20sector/our%20insights/covid%2019%20how%20american%20states%20can%20manage%20the%20surge%20in%20unemployment%20services/svgz-covid19-american-states-unemployment-services-ex-sidebar.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div></div></div></div></div></div></div> <p><em><strong>Simplify</strong></em> centers on managing demand and stopping nonessential work. This could be as simple as taking a few hours to execute a governance change that decreases bottlenecks during processing. For instance, several states have revised their eligibility requirements to increase throughput of applications. In addition, states could fast-track claimants who are most likely to qualify for benefits and consider relaxing requirements that might not be worth the incremental complexity. These decisions require careful cost–benefit analysis but could be quite impactful. </p> <p><em><strong>Orchestrate</strong></em> refers to redesigning processes to reduce handoffs and bypass bottlenecks. Some shifts could be simple—for instance, expediting straightforward claims in batches. Others could require more legwork, such as moving toward automatic approval for initial claims that meet certain conditions. States can significantly shorten processing time by making end-to-end processes leaner; a virtual “process war room” can help rapidly identify and act on opportunities for improvement. Indeed, multiple states are already expediting claims by waiving requirements such as seven-day waiting periods and employment-search verifications.</p> <p><em><strong>Digitize</strong></em> enables states to make significant front- and back-end changes to improve user interaction, enhance data clarity, and streamline workflows—ushering in a completely reinvented process, which is especially relevant given the implications of physical distancing during a pandemic. At the same time, a cloud-hosted model increases the ability to handle surge volumes more easily, web pages updated with simple directions and FAQs improve application quality, optical character recognition scans forms rapidly and automatically, and dashboards track productivity in real time (Exhibit 3). State unemployment program leaders will need to work closely with state or department chief information officers to incorporate considerations such as security and coordinate on procurements, but this lever has significant potential to support physical-distancing efforts by enabling both residents and state employees to avoid physical locations.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start mdc-u-mb-3 GenericItem_mck-c-generic-item__sGwKL"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-xs GenericItem_mck-c-generic-item__content__gq1m0"><div class="mck-c-eyebrow mdc-u-ts-10"><span> 3</span></div></div></div><div class="mck-u-inline-module-border-top mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/industries/public%20and%20social%20sector/our%20insights/covid%2019%20how%20american%20states%20can%20manage%20the%20surge%20in%20unemployment%20services/png-covid19-american-states-unemployment-services-ex3-revised.png?cq=50&cpy=Center"/><img alt="" src="/~/media/mckinsey/industries/public%20and%20social%20sector/our%20insights/covid%2019%20how%20american%20states%20can%20manage%20the%20surge%20in%20unemployment%20services/png-covid19-american-states-unemployment-services-ex3-revised.png?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <p><em><strong>Automate</strong></em> refers to techniques such as targeted deployment of low- and no-code technologies (for example, robotic process automation, robotic desktop automation, and chatbots) to rapidly address holdups (such as common errors in forms) and updates for residents on the status of their applications by text or phone. Although these investments can take longer to implement, they can significantly decrease backlog as well as the burden on state staff while efficiently administering services. With staff already overwhelmed, gathering their input to automate processes will require creativity. Work sprints that minimize time commitment from staff and tap former department employees who are not actively responding to the crisis can generate useful input without burdening staff. </p> <p><em><strong>Reorganize</strong></em> focuses on people—deploying and upskilling workers to efficiently work through the backlog. In the short term, supporting employees and making sure they can effectively work from home can improve output. Over time, reallocating capacity to the area of greatest need, training agents in customer service, and ensuring consistency can sustainably increase productivity. For example, a midwestern state has redeployed staff from less-utilized services to meet demand at its unemployment call center.</p> <hr/> <p>While state unemployment systems have never seen such a surge in volume, our experiences with governments in crisis situations suggest that states can use these tactics to overcome the present challenge. After all, one federal agency achieved a tenfold increase in claims throughput after a natural disaster. </p> <p>Unemployment benefits is the first of many services to see a spike in demand. States can invest in interventions that will remove process bottlenecks today, increase readiness for the surge that is likely to come, and lay the foundation for broader, longer-term transformational change. States that transform the way they deliver services can improve the likelihood that critical resources reach their most vulnerable residents.</p></div><div class="container-placeholder"></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-xl"><section role="contentinfo" data-layer-region="article-about-authors" class="mdc-u-grid mdc-u-grid-col-md-12 AboutAuthor_mck-c-about-author__nRJzu"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f mdc-u-align-center"></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-8 mck-u-links-inline mck-u-links-inline--secondary mdc-u-mt-5"><div><p><strong>Ramsey Fahs,</strong> <strong>Nehal Mehta,</strong> and <strong>Rachel Riley</strong> are consultants in McKinsey’s Washington DC office, where <strong><a href="/our-people/sarah-tucker-ray">Sarah Tucker-Ray</a></strong> is a partner; <strong>Jim Pallotta</strong> is a consultant in Atlanta office; <strong><a href="/our-people/hrishika-vuppala">Hrishika Vuppala</a></strong> is a partner in San Francisco office; and <strong>Rob Whiteman</strong> is a partner in Chicago office.</p> <p>The authors wish to thank Naufal Khan, Anusha Dhasarathy, Stewart Vann, Harry Chahal, Nicolette Tran, Sean Christiansen, Marcy Jacobs, Jessica Kahn, and Tony D’Emidio for their contributions to this article.</p></div></div></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-screen-only"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-5 mdc-u-grid-col-lg-end-9"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f mdc-u-align-center">Explore a career with us</h5><div 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The imperative of our time</div></a></h6></div></div></div></div></div></div></div></main></div><script id="__NEXT_DATA__" type="application/json">{"props":{"pageProps":{"locale":"en","dictionary":{},"sitecoreContext":{"route":{"name":"COVID 19 How American states can manage the surge in unemployment services","displayName":"COVID 19 How American states can manage the surge in unemployment services","fields":null,"databaseName":"web","deviceId":"fe5d7fdf-89c0-4d99-9aa3-b5fbd009c9f3","itemId":"6aef7529-9ad6-4331-ba77-4d7a40fa05ca","itemLanguage":"en","itemVersion":2,"layoutId":"ae753eb4-a035-40b4-83bf-4b4438df6742","templateId":"683910db-02ba-40ba-92e7-726c880160a9","templateName":"ArticleJSS","placeholders":{"jss-main":[{"uid":"232bb7e9-289f-492d-a916-2b6185e44a84","componentName":"ArticleTemplate","dataSource":"","fields":{"data":{"articleTemplate":{"title":{"jsonValue":{"value":"COVID-19: How American states can manage the surge in unemployment services"}},"sEOTitle":{"value":"Government service delivery during unemployment surge"},"description":{"jsonValue":{"value":"State government leaders can proactively streamline service delivery to the public amid a quickly evolving situation\u0026mdash;and maintain the improvements."}},"sEODescription":{"value":"State leaders can proactively streamline government service delivery to the public amid the quickly evolving coronavirus crisis—and maintain the improvements."},"displayDate":{"jsonValue":{"value":"2020-03-30T00:00:00Z"}},"body":{"value":"[[DownloadsSidebar]]\n\u003cp\u003e\u003cstrong\u003eIn a matter of weeks,\u003c/strong\u003e a single confirmed case of COVID-19 in the United States has exploded into a human tragedy that has affected hundreds of thousands of people in the country. The pandemic has also created an economic crisis that is stretching state governments\u0026rsquo; ability to deliver support services.\u003c/p\u003e\n\u003cp\u003eAs businesses lay off workers in the face of an abrupt economic slowdown, a spike in unemployment has tested state governments\u0026rsquo; capacity. Almost 3.3 million people filed initial claims for unemployment benefits between March 15 and March 21, 2020, the highest on record for the country.[[Footnote 1]] Unemployment programs are underequipped to meet this level of need: programs themselves are understaffed for a crisis, processes easily overwhelm legacy IT systems, and in-person appearances aren\u0026rsquo;t feasible during a pandemic. \u003c/p\u003e\n[[Ceros covid]]\n\u003cp\u003eAt the moment, claimants are facing obstacles at every step of the process to obtain unemployment benefits (Exhibit 1):\u003c/p\u003e\n\u003col\u003e\n \u003cli\u003e\u003cem\u003eInsufficient awareness of services and benefits.\u003c/em\u003e Many residents who have lost their jobs don\u0026rsquo;t know which benefits they are eligible for or where and how to access them. And those who do find an entry point can struggle with navigation, bouncing between websites and call centers to resolve issues\u0026mdash;without the option of going to a field office for guidance. Additionally, employers in many states are unaware that they can submit batch applications on behalf of their employees. Employer-submitted batch applications can significantly reduce strain on systems while meaningfully decreasing the number of days it takes for claimants to receive their benefits.[[Footnote 2]]\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eComplex and difficult-to-access systems when requesting services.\u003c/em\u003e Application forms for unemployment benefits are long, complicated, and sometimes entirely analog. Unemployment websites often interface and rely on legacy systems that are not designed to handle the current volume of requests. In addition, some states lack mobile-responsive websites, which constrains low-income residents who don\u0026rsquo;t own computers and cannot access desktop computers in locked-down public spaces such as libraries. \u003c/li\u003e\n \u003cli\u003e\u003cem\u003eInefficient request processing.\u003c/em\u003e Back-end processing is often manual, labor intensive, and fraught with bottlenecks. For example, many states still use mailers to verify loss of employment, delaying processing by at least a few days. In addition, most states\u0026rsquo; aggressive antifraud stance means that even simple inconsistencies in an application\u0026mdash;writing \u0026ldquo;Street\u0026rdquo; instead of \u0026ldquo;St.,\u0026rdquo; for instance\u0026mdash;can trigger enhanced validations and delay cases.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eLengthy and opaque service-delivery timelines.\u003c/em\u003e Largely because of process traps, claimants can wait for weeks or even months to receive their benefit checks. During this period, their application status is often unclear or unavailable. Indeed, a claimant might not know that an application is incomplete or erroneous\u0026mdash;and therefore not progressing.\u003c/li\u003e\n\u003c/ol\u003e\n[[Exhibit 1]]\n[[Sidebar 1]]\n\u003cp\u003eYet the public is depending on unemployment programs to meet the challenge. Unemployment assistance is one of the few immediately available financial lifelines, not only for residents in need but also\u0026mdash;in a massive economic event such as the COVID-19 pandemic\u0026mdash;for local economies (see sidebar \u0026ldquo;Pandemic Unemployment Assistance program presents new challenges for states\u0026rdquo;for how state governments could overcome these additional challenges faced in implementing Pandemic Unemployment Assistance for self-employed workers). For a local economy, unemployment insurance has the potential to inject far greater stimulus than the individual assistance in the federal relief package given the level of support per person. In the face of these challenges, states could consider five levers to identify and address bottlenecks and rapidly deliver benefits to residents (Exhibit 2).\n\u003c/p\u003e\n[[Exhibit 2]]\n\u003cp\u003eCritically, each of these levers can have a tangible impact within days or weeks, enabling states to weather surging demand (to see what states could accomplish immediately, see sidebar, \u0026ldquo;Easing service backlogs within 24 hours\u0026rdquo;). Taken together, these levers help set the stage for fundamental process redesigns\u0026mdash;rather than mere incremental improvements. \u003c/p\u003e\n[[Sidebar Easing service backlogs within 24 hours]]\n\u003cp\u003e\u003cem\u003e\u003cstrong\u003eSimplify\u003c/strong\u003e\u003c/em\u003e centers on managing demand and stopping nonessential work. This could be as simple as taking a few hours to execute a governance change that decreases bottlenecks during processing. For instance, several states have revised their eligibility requirements to increase throughput of applications. In addition, states could fast-track claimants who are most likely to qualify for benefits and consider relaxing requirements that might not be worth the incremental complexity. These decisions require careful cost\u0026ndash;benefit analysis but could be quite impactful. \u003c/p\u003e\n\u003cp\u003e\u003cem\u003e\u003cstrong\u003eOrchestrate\u003c/strong\u003e\u003c/em\u003e refers to redesigning processes to reduce handoffs and bypass bottlenecks. Some shifts could be simple\u0026mdash;for instance, expediting straightforward claims in batches. Others could require more legwork, such as moving toward automatic approval for initial claims that meet certain conditions. States can significantly shorten processing time by making end-to-end processes leaner; a virtual \u0026ldquo;process war room\u0026rdquo; can help rapidly identify and act on opportunities for improvement. Indeed, multiple states are already expediting claims by waiving requirements such as seven-day waiting periods and employment-search verifications.\u003c/p\u003e\n\u003cp\u003e\u003cem\u003e\u003cstrong\u003eDigitize\u003c/strong\u003e\u003c/em\u003e enables states to make significant front- and back-end changes to improve user interaction, enhance data clarity, and streamline workflows\u0026mdash;ushering in a completely reinvented process, which is especially relevant given the implications of physical distancing during a pandemic. At the same time, a cloud-hosted model increases the ability to handle surge volumes more easily, web pages updated with simple directions and FAQs improve application quality, optical character recognition scans forms rapidly and automatically, and dashboards track productivity in real time (Exhibit 3). State unemployment program leaders will need to work closely with state or department chief information officers to incorporate considerations such as security and coordinate on procurements, but this lever has significant potential to support physical-distancing efforts by enabling both residents and state employees to avoid physical locations.\u003c/p\u003e\n[[Exhibit 3]]\n\u003cp\u003e\u003cem\u003e\u003cstrong\u003eAutomate\u003c/strong\u003e\u003c/em\u003e refers to techniques such as targeted deployment of low- and no-code technologies (for example, robotic process automation, robotic desktop automation, and chatbots) to rapidly address holdups (such as common errors in forms) and updates for residents on the status of their applications by text or phone. Although these investments can take longer to implement, they can significantly decrease backlog as well as the burden on state staff while efficiently administering services. With staff already overwhelmed, gathering their input to automate processes will require creativity. Work sprints that minimize\ntime commitment from staff and tap former department employees who are not actively responding to the crisis can generate useful input without burdening staff. \u003c/p\u003e\n\u003cp\u003e\u003cem\u003e\u003cstrong\u003eReorganize\u003c/strong\u003e\u003c/em\u003e focuses on people\u0026mdash;deploying and upskilling workers to efficiently work through the backlog. In the short term, supporting employees and making sure they can effectively work from home can improve output. Over time, reallocating capacity to the area of greatest need, training agents in customer service, and ensuring consistency can sustainably increase productivity. For example, a midwestern state has redeployed staff from less-utilized services to meet demand at its unemployment call center.\u003c/p\u003e\n\u003chr /\u003e\n\u003cp\u003eWhile state unemployment systems have never seen such a surge in volume, our experiences with governments in crisis situations suggest that states can use these tactics to overcome the present challenge. After all, one federal agency achieved a tenfold increase in claims throughput after a natural disaster. \u003c/p\u003e\n\u003cp\u003eUnemployment benefits is the first of many services to see a spike in demand. States can invest in interventions that will remove process bottlenecks today, increase readiness for the surge that is likely to come, and lay the foundation for broader, longer-term transformational change. States that transform the way they deliver services can improve the likelihood that critical resources reach their most vulnerable residents.\u003c/p\u003e"},"isFullScreenInteractive":{"boolValue":false},"hideStickySocialShareBar":{"boolValue":false},"desktopID":{"value":""},"mobileID":{"value":""},"desktopURL":{"value":""},"mobileURL":{"value":""},"desktopPaddingPercentage":{"value":""},"mobilePaddingPercentage":{"value":""},"desktopOverrideHeight":{"value":""},"mobileOverrideHeight":{"value":""},"cerosOembedURL":{"value":""},"cerosRenderMode":{"targetItem":null},"cerosBackgroundColor":{"targetItem":null},"hideByLine":{"boolValue":false},"tableOfContentsTitle":{"value":"TABLE OF CONTENTS"},"accessStatus":{"targetItem":{"key":{"value":"RegisteredUsers"},"value":{"value":"Registered Users"}}},"articleType":{"targetItem":{"displayName":"Article"}},"hasSpecialReport":{"boolValue":false},"contentType":{"targetItem":{"displayName":"Article"}},"sourcePublication":{"targetItem":null},"externalPublication":{"value":""},"mobileReady":{"boolValue":true},"forClientsOnly":{"boolValue":false},"excludeFromClientLink":{"boolValue":false},"originalPublishDate":{"jsonValue":{"value":"2020-03-30T15:30:00Z"}},"footnotes":{"value":"\u003col\u003e\n \u003cli\u003e\u0026ldquo;COVID-19 impact,\u0026rdquo; U.S. Department of Labor, March 26, 2020, dol.gov.\u003c/li\u003e\n \u003cli\u003eTaylor Gantt, \u0026ldquo;What You Need To Know: Help With Unemployment Benefits,\u0026rdquo; \u003cem\u003eGeorgia Public Broadcasting\u003c/em\u003e, March 24, 2020, gbdnews.org.\u003c/li\u003e\n\u003c/ol\u003e"},"contributoryPractice":{"targetItems":[{"displayName":"Public Sector"}]},"aboutTheAuthors":{"value":"\u003cp\u003e\u003cstrong\u003eRamsey Fahs,\u003c/strong\u003e \u003cstrong\u003eNehal Mehta,\u003c/strong\u003e and \u003cstrong\u003eRachel Riley\u003c/strong\u003e are consultants in McKinsey\u0026rsquo;s Washington DC office, where\u0026nbsp;\u003cstrong\u003e\u003ca href=\"/our-people/sarah-tucker-ray\"\u003eSarah Tucker-Ray\u003c/a\u003e\u003c/strong\u003e\u0026nbsp;is a partner;\u0026nbsp;\u003cstrong\u003eJim Pallotta\u003c/strong\u003e is a consultant in Atlanta office;\u0026nbsp;\u003cstrong\u003e\u003ca href=\"/our-people/hrishika-vuppala\"\u003eHrishika Vuppala\u003c/a\u003e\u003c/strong\u003e is a partner in San Francisco office; and \u003cstrong\u003eRob Whiteman\u003c/strong\u003e is a partner in Chicago office.\u003c/p\u003e\n\u003cp\u003eThe authors wish to thank Naufal Khan, Anusha Dhasarathy, Stewart Vann, Harry Chahal, Nicolette Tran, Sean Christiansen, Marcy Jacobs, Jessica Kahn, and Tony D\u0026rsquo;Emidio for their contributions to this 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This program expands eligibility to several types of workers, including those who have insufficient work history, are caring for COVID-19 patients, or are self-employed.\u003c/p\u003e\n\u003cp\u003eThere were about 16 million self-employed workers in 2019.[[Footnote 1]] They traditionally have not been served by state unemployment-insurance programs, and they have unique employment situations. Some are\nself-employed small business owners and keep track of their own income. Others are independent contractors who receive a Form 1099 from their employers rather than a Form W-2.\u003c/p\u003e\n\u003cp\u003eAccording to recent research, states have struggled to incorporate PUA into their traditional applications and have questions about work history that do not apply to self-employed workers. This\nis creating confusion among self-employed applicants, who in April expressed the following:\u003c/p\u003e\n\u003cul\u003e\n \u003cli\u003e\u003cem\u003eI don\u0026rsquo;t know why they declined me, since I answered all of the questions. I want to understand why I wasn\u0026rsquo;t qualified.\u003c/em\u003e\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eIt\u0026rsquo;s so painful to provide proof of income because some of my clients just pay me through PayPal or check, and others do direct deposit. I don\u0026rsquo;t know how to find my income and expenses.\u003c/em\u003e\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eThe system wasn\u0026rsquo;t ready for 1099 applications. The state just wasn\u0026rsquo;t ready for us.\u003c/em\u003e\u003c/li\u003e\n\u003c/ul\u003e\n\u003cp\u003eStates have also faced challenges modifying applications built in older systems and managing increased demand for manual review as agents process new types of applications.\u003c/p\u003e\n\u003cp\u003eWe found that states could streamline the process for both applicants and adjudicators by considering interventions at three points in the applicant journey:\u003c/p\u003e\n\u003cul\u003e\n \u003cli\u003e\u003cem\u003eStructure website and application to optimize intake of PUA applicants.\u003c/em\u003e Work with the development or vendor team to design an alternate application-form path for PUA applicants, including disaster-specific questions and work history fields that are flexible and tailored to self-employed workers. Keep the application simple, provide document-upload tools, and actively communicate PUA as an option\n so claimants know they are in the right place. Additional outreach through the web, call centers, and press can help educate newly eligible applicants about the program.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eConsider presumptive eligibility for PUA applicants, moving verification to the back end.\u003c/em\u003e Assume eligibility for applicants based on initial self-reported answers, such as reasons for losing employment. States could provide a conditional minimum payment amount while finalizing verification in a batched process. Random checks for errors, identity theft, and other fraud can help protect program integrity and applicants.\u003c/li\u003e\n \u003cli\u003e\u003cem\u003eMinimize manual processes in back-end eligibility checks.\u003c/em\u003e Equip staff with software that extracts key information from claimant-uploaded documents, and automate time-intensive steps in the review process. Explore opportunities to use data from existing statewide databases, such as for business licenses and past income tax filings.\u003c/li\u003e\n\u003c/ul\u003e\n\u003cp\u003ePUA is another wrinkle that state unemployment insurance programs need to iron out amid the economic fallout from COVID-19. But it also gives states an opportunity to boldly reimagine the customer-experience journey as they adjust processes and programs. 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