In the next several issues of POLICY AND PRACTICE, we will explore human service integration. It is a noble effort often fraught with barriers, resistance, and obstacles--real or perceived. I once heard service integration defined as unnatural act committed by nonconsenting adults. The challenge of establishing a more coordinated service delivery system is compounded by decades of categorical infrastructure development, a genuine concern that specialized services will be diluted in an integrated environment, and the lack of an advocate base for the process. The need for new approaches, however, has emerged with welfare reform and devolution. Throughout the United States, local and state APHSA members are developing new strategies and processes to overcome the challenges created by traditional service delivery methods, including revolving door access for clients with multiple needs, conflicting service plans, costly redundancy, and the lack of uniform data for planning and allocation purposes. Recent welfare reform reauthorization proposals further confirm the need for alternate approaches and create another window of opportunity for local and state innovations. Having been involved in service coordination efforts throughout most of my career, I believe there is one major, but often overlooked, step that federal agencies could undertake beyond waivers to advance these efforts--that is to reform and replace the current method for procuring information technology services, including computer hardware and software. Although sincere efforts have been made to improve the procurement requirements, the current Advanced Planning Document (APD) process remains cumbersome, redundant, time consuming, and costly. It was created when systems development was less tried and true and was perhaps rightfully viewed as inherently risky. The need for consistent federal oversight and accountability was more evident then than now. In those earlier times, the APD process was a necessary and appropriate step that was, and continues to be, staffed by competent and committed federal employees. Technology and experience, however, show that the current process may have outlived its usefulness. The need for specialized and closely controlled federal oversight is less relevant due to the onset of new technologies that accommodate more timely and phased (rather than big bang) solutions, rigorous state and local procurement requirements, and stronger project management expertise. …