Policy & Practice | Spring 2025

vendor–client relationship. Together, the teams have actively created an atmosphere that nurtures collabora tion through shared responsibility between business and technology stakeholders of the agency, as well as IBM as the vendor. This transforma tion was not immediate; it required conscious effort and intentionality, especially during the initial stages of the Guardian Comprehensive Child Welfare Information Systems (CCWIS) major enhancements project. At the outset our teams were just that, two teams from different organizations with distinct roles and perspectives. Together, though, we established regular dialogue channels and created spaces for open conversation and active listening. There were moments of dis comfort and uncertainty natural in any new partnership. However, DCS and IBM embraced these as opportunities for growth rather than obstacles. Deliberate effort has been invested in cultivating a psychologically safe envi ronment, where team members feel empowered to express their thoughts and concerns on any subject. This was especially crucial in the beginning to establish a full understanding of each organization’s objectives, perspective, and expectations. Moreover, joint decision making has become a cornerstone of our collabora tion. Instead of a top-down approach, we make decisions collectively, consid ering the input and insights from all team members. This not only ensures the IT solutions are practical and implementable but also prioritizes the needs of the business users, instilling a sense of ownership and accountability among all those involved. Through our partnership rooted in intentionality and accountability, we have forged a sanctuary for candid dialogue on service delivery challenges and the generation of innovative, unconventional solutions. This collaborative environment has yielded significant benefits, including substantial reductions in workforce time and budgetary savings for the agency. The initial embrace of the new and unknown built a shared culture of transparency and a solution mindset. Most important, it led to a deeper appreciation of the mission

At IBM, we are committed to bringing this vision to life amid our dedication to building resilient com munities. To accomplish this, we place particular emphasis on three key areas: n Innovative partnerships: We forge alliances with child welfare agencies to co-create tailored solutions that align with their mission and deliver measurable impact. With meticu lous care, we intentionally foster an environment that champions open collaboration and unleashes creativity, serving as the bedrock for practical innovation that renders valuable, measurable outcomes within the child welfare space. By merging advanced technologies, agile practices, and human-centered design, we revolutionize service delivery, ensuring it is not just sup portive but truly transformative and prevention minded.

n Data: Harnessing the power of data, we empower agencies to make informed decisions, streamline oper ations, and elevate service delivery. For example, our Master Data Management (MDM) platform stan dardizes data formats, eliminates redundancies, and amplifies deci sion-making accuracy. This enables agencies to allocate resources judi ciously and secure federal funding for critical prevention programs. n AI: We unlock the potential of human-centric AI to propel data includes AI Policy Assistants that guide field specialists through intri cate regulations and Strength-Based Language AIs that foster positive, person-centric interactions. These tools tailor services to each family’s unique needs, proactively addressing challenges and nurturing resilience. As we work alongside child welfare agencies and validate that our unique partnership model renders the desired outcomes, our ultimate goal is to create resilient communities where human services proactively support well-being. By broadening the scope of prevention to encompass families and children already involved in the system, we can surround them with the necessary services to stabilize and empower them toward long-term, positive outcomes that avoid future interactions with child welfare agencies. A New Kind of Partnership Built with Intention and Accountability The Arizona Department of Child Safety (DCS) and IBM have been oper ating according to this model for the last few years. DCS, as an agency, lever ages an intervention approach with a broad network of community-based organizations with whom they maintain relationships and open communication to support the Arizonans they serve. Their dedication to always improving service and bettering their community has been one of the bedrocks driving the success of the project. The DCS and IBM partnership tran scends the typical boundaries of a driven decisions and enhance service delivery. Our suite of AI-driven tools

Leah Pewitt is an Associate Partner and Child Welfare Practice Lead at IBM.

Ricky Denwood is a Business Analysis Supervisor & Data and Production Management at the Arizona Department of Child Safety.

Linz Philip is a Client Partner at IBM Consulting.

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