Our Foundations
Five generations of public systems
The system’s history
The conditions that shaped today's outcomes.
For decades, public health and social service systems have evolved through waves of reform, digitization, and policy change. From paper-based casework to early digital platforms to today’s fragmented data environments, each era introduced progress alongside new constraints.
The result is a system carrying modern expectations on foundations built for a different time. Capacity, accountability, and coordination were layered incrementally, without a shared structural backbone.
What follows is not a company timeline. It is the system’s story — and the conditions that made a new approach necessary.
Pre-1995
The Paper Era
Manual records and institutional silos.
For decades, health and human services systems relied on paper records, manual workflows, and institution-specific processes. Access to services was mediated through in-person intake, physical files, and limited office hours, often resulting in long waiting periods before cases could be reviewed or acted upon. Caseworkers operated within siloed agencies with minimal visibility across programs or jurisdictions. Information sharing depended on personal knowledge and informal coordination rather than shared infrastructure. Accountability was human-mediated, not system-supported. As caseloads increased and compliance demands expanded, delays compounded and the model struggled to keep pace.
1995–2007
Early Digitization
Electronic records without coordination.
Beginning in the late 1990s and early 2000s, agencies adopted digital case management systems to replace paper files. Data became electronic, but systems remained fragmented by vendor, program, and funding stream. PDFs replaced filing cabinets without interoperability. Reporting requirements expanded while frontline workload increased.
2008–2019
Fragmentation at Scale
More data. Less visibility.
As internet connectivity expanded and federal reform efforts accelerated, expectations for cross-agency coordination increased. National initiatives, including the Affordable Care Act, expanded access, oversight, and reporting requirements across health and human services.
States layered new digital systems onto legacy platforms, prioritizing compliance and audit readiness over integration and usability. Data volumes increased, but systems remained fragmented across programs, vendors, and funding streams.
Frontline workers spent more time navigating disconnected tools than serving families directly. Despite increased leadership focus, system-level visibility remained limited, and trust in system outputs declined.
Federal health leadership during the expansion of national reform efforts, reflecting increased oversight alongside growing system complexity.
2020–2022
System Strain
Volume exposed operational limits.
The COVID-19 pandemic exposed structural fragility across public systems. Case backlogs surged, workforce attrition accelerated, and legacy platforms failed under sustained volume and complexity. Agencies lacked real-time visibility into capacity, risk, and outcomes, forcing manual triage under crisis conditions.
At the same time, the pandemic accelerated demand for digital skills and workforce mobility. As services shifted online, millions of workers faced displacement without clear pathways to reskilling or reentry. Public systems were asked to respond to both immediate service disruption and long-term labor transition, revealing the limits of disconnected data, fragmented programs, and static case management models.
This period marked a turning point: system strain was no longer episodic. It became structural.
Students in a workforce retraining program during the COVID-19 pandemic. As public systems faced service disruption, demand increased for coordinated pathways connecting education, employment, and economic stability. — The New York Times, 2020
2023–Present
The AI Transition
Policy-backed modernization begins.
Technical Inflection
Beginning in the early 2020s, advances in predictive analytics, interoperable data infrastructure, and applied artificial intelligence made system-level coordination technically feasible at scale. These capabilities emerged alongside growing operational strain across health and human services systems, exposing long-standing fragmentation in data, workflows, and decision-making.
Policy Recognition
In 2025, federal policy formally acknowledged this shift, including the Executive Order Fostering the Future for American Children and Families. The directive reinforced the need for modernization through interoperable data, predictive analytics, and technology-enabled coordination across agencies.
Who Built the Response
AIEYU was formed prior to this policy recognition, shaped by more than two decades of combined lived and professional experience inside health and social services systems. The team brings together technologists and practitioners who experienced the same constraints from different sides, and who built tools to address coordination gaps, workforce strain, and system visibility without increasing administrative burden.
6 Tools
1 Shared Belief
AIEYU was built by practitioners and technologists with long-term, direct experience inside health and human services systems.
The work began with a single constraint: systems cannot improve outcomes without shared visibility.
Rather than isolated products, AIEYU operates as a coordinated capability layer, enabling system-level decision making without increasing administrative burden.
Coordinated capabilities
Predictive analytics and early risk detection
Interoperable data coordination across agencies and programs
Workforce capacity modeling and decision support
Case intelligence that reduces administrative overhead
Family and youth pathway navigation
System level visibility into outcomes and performance