Policy & Practice | Fall 2026

State administrators can’t be reasonably expected to know the exact functionality and configurability of low code solutions and know exactly where changes may be needed, but failure to understand these factors has been a major cause of CCWIS project failure and delay.

Idaho lists that “adopting an existing system allowed Idaho to focus on updating/improving business processes” as a key success factor to its CCWIS implementation (July 2024, “CCWIS—Build or Buy?” webinar). 3 In other words, Idaho had realistic expectations for the product it chose, and determined early on that it would make certain business process changes to increase adoption of that product. PCG provided project management and organizational change manage ment services for West Virginia’s CCWIS implementation, which the state proclaimed, in August 2024, as the “first state with an operational child welfare system.” 4 From that experience, we know the flexibility West Virginia had to apply (and where it had to stand firm) to reach that milestone. What Successful States Did Differently Across completed implementations, two leadership decisions consistently separate states that finished from those that continue to struggle. This required clear decisions about what processes were essential and where change was acceptable. It meant prioritizing core capabilities and allowing some legacy workflows to evolve. Without that discipline, projects expand and become more complex. Timelines extend, and progress slows. States that completed their systems established a practical target and consistently made deci sions that supported it. CCWIS programs extend across multiple years. During that time, leadership changes, elections occur, priorities shift, and procurement cycles introduce delays. States that completed implementation did not avoid these disruptions. They planned for them. This included accounting for external factors in They set and held realistic expectations. They protected the program from disruption.

timelines, resolving issues as they emerged, and maintaining a focus on reaching implementation rather than remaining in prolonged design phases. Programs that remain in development for extended periods become more vulnerable to disrup tion. States that finished recognized that risk, and prioritized forward movement. For states that are still in planning or mid implementation, these examples can feel distant, especially when programs are already facing delays. At the same time, completed states show that progress does not require a perfect starting point. It depends on reset ting focus and making decisions that support forward movement. This often begins with clarifying scope and reaffirming near term goals. It may also require revisiting gover nance so decisions can be made at the right level and within reasonable timeframes. In some cases, it involves recognizing where complexity has grown and making adjustments to bring the program back on track. These are not simple decisions. They require leadership clarity and tradeoffs. What matters is whether they occur in a way that allows the program to continue moving forward. A Practical Lens for States in Progress

There is also a need to balance stabilization with progress. Legacy systems will remain until a new system is fully operational. Programs that move forward create space to priori tize implementation work alongside daily operations. Over time, that focus allows progress to build and reduces the risk of further disruption. Taken together, these examples reinforce that implementation is achievable when programs remain grounded in clear priorities and sus tained execution. They show that progress comes from consistent deci sions over time, rather than a single turning point or strategy shift. It requires leadership and focus. CCWIS was designed to support better outcomes for children and families. Reaching that goal depends on more than system design. It depends on sustained execution, clear expectations, and the ability to carry the work through to completion. Reference Notes 1. https://aspe.hhs.gov/reports/ccwis implementation-shows-minimal-progress 2. https://acf.gov/cb/training technical-assistance/ ccwis-technical-bulletin-10 3. https://acf.gov/sites/default/files/ documents/cb/dss-build-or-buy powerpoint.pdf 4. https://bss.wv.gov/article/dohs-completes

wv-path-implementation-first-state operational-child-welfare-system

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