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Helping clients meet their business challenges begins with an in-depth understanding of the industries in which they work. That’s why KPMG LLP established its industry-driven structure. In fact, KPMG LLP was the first of the Big Four firms to organize itself along the same industry lines as clients.

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Navigating SNAP transformation in a postpandemic world

An opportunity to embrace change, reevaluate delivery strategy, and work toward timely and accurate SNAP delivery.

The postpandemic world has brought about a new reality for the Supplemental Nutrition Assistance Program (SNAP), with unprecedented challenges resulting in a growing gap between program demand and delivery. The current SNAP landscape is ripe for change. With the convergence of technological innovation, collaborative partnerships, and advances in data analytics, the time is now for agencies to reimagine their SNAP delivery strategy to chart a course for sustained success.

In February 2024, the United States Department of Agriculture Secretary issued a letter to US governors expressing concerns about the widespread decline in key SNAP benchmarks, including payment error rates, application processing timeliness, and case and procedural error rates. 

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Maximizing Enterprise Performance

A holistic, enterprise-wide performance management vision—enabled by AI, data, and digital-first capabilities—that empowers the entire organization to move more quickly, improve business outcomes, and deliver more bottom-line value.

Empowering finance at the speed of AI

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Sectors

The infrastructure asset class may be represented by the following sectors and sub-sectors:

Transportation:

  • Toll roads/lanes
  • Bridges/tunnels
  • Parking
  • Ports
  • Airports and aviation
  • Rail/transit
  • Shipping and logistics

Social infrastructure:

  • Correctional facilities
  • Educational institutions & student housing
  • Hospitals & public health facilities
  • Courthouses and civic buildings
  • Sports facilities
  • Housing
  • Municipal utilities (water/sewer/gas/electric)
  • Solid waste management

Energy and natural resources:

  • Power generation, transmission, storage, and distribution, including renewable energy sources
  • Oil and gas extraction, storage and transportation
  • Mining (coal, metals, etc.)
  • Timber, including carbon offset credit production
  • Water and wastewater

Telecom and digital:

  • Telecom infrastructure, including satellite communication
  • Data centers and fiber
  • Chip and other digital manufacturing

Market participants

The infrastructure asset class may involve the following market participants:

Investors:

  • Infrastructure funds
  • Sovereign wealth funds
  • Pension funds
  • Institutional investors
  • Corporate investors
  • High-net-worth/family offices

Government:

  • Public private partnerships (“PPP” or “P3”)
  • Seller/lessor of infrastructure assets Developers/operators:
  • Developers/construction companies/civil engineers
  • Contractors
  • Operators

Financiers/lenders:

  • Traditional banks & lending syndicates
  • Debt funds
  • Corporate investors
  • The public, through public bonds.

Superpower #4: Identifying risks and opportunities

In addition to enhancing traditional data-driven tasks like forecasting and reporting, AI also offers companies powerful tools to rapidly identify outlier data patterns that just don’t look right. In many cases, those anomalies may be signs of risks—from cybersecurity to more macro changes that threaten long-standing market positions. But in a few cases, these “what happened here?” patterns may be signs of new market opportunities as well. Established AI tools like large language models (LLMs) and natural language processing (NLP) applications can scan a wide range of data sources—news reports, videos, social media, and more—to develop new market insights that help business leaders quickly understand and evaluate new opportunities.

How can agencies navigate evolving challenges and answer the call for immediate action while embracing innovative strategies to help drive timely, accurate, and future-ready SNAP delivery?

This issue brief delves into the postpandemic world of SNAP, exploring transformational strategies that focus on people and processes, technology, and data and reporting. And, it highlights how some states are already moving the needle on SNAP transformation, achieving improved client outcomes.

Dive into our thinking

Navigating SNAP transformation in a postpandemic world

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Meet our team

Image of Amiran Gelashvili
Amiran Gelashvili
Managing Director Advisory, Health & Government Solutions, KPMG US
Image of Cindy Cohen
Cindy Cohen
Housing Leader, KPMG US

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