Oregon State Police
Oregon State Police
Agenda
Introduction to Oregon State Police
The Organizational Change initiative
Destabilizing Forces
Data Sources and Analyses
Objects and Methods of Change
Kotter’s 8 Steps
Critique
Oregon State Police
A State Agency
Established on August 1st 1931
# of Staff = 1321+ (700 Sworn, 621 non-sworn)
# People serving = about 4,000,000
# of Departments = 9
# of Cars = 450+
Teams = 27+
Unique About OSP Activities: the only law enforcement agency in the United States that monitors the security of the state lottery
Oregon State Police - Human Resources
Sworn Officers
State Patrol
Fisheries and Wildlife
Criminal Investigation Division
Non-Sworn Technical Staff
Central Record
The Organizational Change Issue and Statement
Issue:
The Establishment of a fully integrated information
management system that maximizes the efficiency
of all agency personnel
OC Statement:
What are the roles that need to be changed and the
appropriate steps needed to achieve these changes?
Oregon State Police – New Management Information System
Integrated Business Operations and Technology Transformation – IBOTT Program
Consists of Three Components:1. Records Management System - RMS2. Computer Aided Dispatch - CAD3. Enterprise Services Bus - ESB
Integrated Business Operations and Technology Transformation Program (IBOTT) Organization Chart
04/14/2023 Page 7
Team:•David Bulloch•Joshua Zeckser•Colin Brown•Rhema Nelson
Key resources:Bryan Lepine
Message Switch Technical Project
Integrated Coordination Group (ICG)Albert Gauthier (Chair)
IBOTT Steering CommitteeMajor Maureen Bedell (Chair)
Transition Projects Technical Projects
WeeklyStatusReporting
WeeklyStatusReporting
WeeklyStatusReporting
TechnicalSupport
ApplicationSupport
ApplicationSupport
TechnicalSupport
MTG Management Consultants
Robert MarlattChuck Collins
Quality AssuranceReporting
Business/ProjectSupport
TechnicalSupport
Message SwitchTechnical Project Manager
Victor Lohr
Technical Projects Manager
Victor Lohr
Field Operations RMS (Mobile)
Transition Project ManagerRMS
Transition Project Manager
WeeklyStatusReporting
WeeklyStatusReporting
WeeklyStatusReporting
WeeklyStatusReporting
WeeklyStatusReporting
IBOTT Program Manager
Neville Wallace
Team:•Mo Singh•Donno Cole
Key resources:Jerry Martin
CADTechnical Project
CADTechnical Project Manager
Tami Renton
Team:•Fiona Ellison
Key resources:Randy Whitehouse
RMS Technical Project Manager
RMSTechnical Project
Barb Jones
WeeklyStatusReporting
Transition Projects Manager
Capt. Tom Worthy
Team:•Lt. Andy Heider•Sgt. Erik Fisher•Sgt. Stephanie Ingraham•Sgt. Don Wagner•Sgt. Jeff Fitzgerald•Sgt. Chris Ashenfelter•STrpr. Jason Lindland•STprl. Andy McCool•Sean Joyce•Becki David
Field Operations CAD(MPS) Transition Project
Field Operations CAD (MPS) Transition Project Manager
Capt. Tom Worthy
Team:•Lt Mark Walkup•Capt. Tom Worthy•STpr. Jason Lindland•John Beinhauer•Paul Sanderson•Sean Joyce•Jon Stueve•Phil Willoughby•Terri Jones•Dina Rudeshiem
CAD Transition Project
Jerry Martin
CADTransition Project Manager
Field Operations (RMS)Transition Project
Capt. Tom Worthy
RMSTransition Project
Becki David
Team:•Lt. Andy Heider•Sgt. Erik Fisher•Sgt. Stephanie Ingraham•Sgt. Don Wagner•Sgt. Jeff Fitzgerald•Sgt. Chris Ashenfelter•STpr. Jason Lindland•STpr. Andy McCool•Sean Joyce•Becki David
NicheTechnolog
yInc.
OnlineBusinessSystems
Jerry Martin Lt. Mark Walkup Lt. Gregg HastingsCapt. Tom Worthy Becki David Victor Lohr Neville Wallace Major Maureen Bedell Randy Whitehouse Richard CulleyTami Renton Barb Jones
Deputy Rich Evans Albert Gauthier Neville WallaceRamona Rodamaker Captain Tom Worthy Major Joel Lujan Bryan Lepine
IntergraphCorporatio
n
Team:•Vanessa Strutz•Priscilla Darras•Nancy Simonsen•Kimberly Binnell•Luann Allison•Mary Pickering
Destabilizing Forces
Technological Advancements Industry Pressure Political - Federal Government Economic
Since 1997, Oregon's per person income has fallen to 91% of the U.S. average.
Demographic Pressure population percent change 2000-2010USA 9.7% Oregon 12%
Data Source
Types and Sources of Data Collected:
Quantitative and Qualitative Data from Organization’s Official Documentation.
Interview with Captain Tom Worthy Internal Staff Leading Change by John Kotter Tipping Point leadership Case Limited data from the Internet
Data Analysis
Job descriptions:Office Specialist Data Entry Record keeping
Troopers Issue paper citation Carryout arrest and
processing
Dispatchers Receiving calls Pass on information
to troopers using calls
Job descriptions:Office Specialist Data quality
management
Troopers Single Data Entry Electronic citation Carryout arrest and
processing
Dispatchers Receiving calls Use GIS to direct
troopers
Data Analysis
Hierarchy / Roles
System Implementation Impact
Captain / Major/
Superintendent
Lieutenant
Trooper / Senior Trooper / Sergeant
Dispatchers / Call Takers
Data Analysis
Job Descriptions
Organizational Setting
Captain / Major
Lieutenant
Record Keepers
Trooper
Dispatcher
0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5
Level of Impact
Level of Impact
Objects of Change
Task Performed by Individuals
Paper to Database
Data Entry to Data Quality Management
Organizational Process
Record keeping to Record Management
Single Entry and Quality Control
Electronic Processes Verses Face to Face
Fast Data Sharing
Cultural
Modernization
Change Attitude
Methods of Change
Technological
Improved Efficiency
Removing Redundant Process and Task
Modernization
Human
Education and Training
Structural
New Job Descriptions
New Departments
▪ System Administration
▪ Sustainment Team
Step 1Establish a Sense of Urgency
Internal Sense of Urgency
Top-Down Change- Imposed Change
Management Participation
Power Point Presentations for Field Offices
External Sense of Urgency
Related Agencies
Citizens
Step 2Creating the Guiding Coalition
IBOTT steering committee
Tom and his team “Transition field officers”
Step 3Developing a Vision and Strategy
Strategic Vision Establishment and Maintenance of Integrated
Data, Information and Document Management System
Making Complete and Accurate Information Available for Both Internal and External Stakeholders
For the Troopers Paperless Work Environment Enhanced and Immediate Access to Information Enhance Officer Safety Intelligent Fact-Driven Policing
Step 3Developing a Vision and Strategy Record Keepers/Managers
Reduce Amount of Time Spent Data Entry Significant Reduction in Paper Based Work Ability to Easily and Effectively Capture and
Manipulate and Analyze Data
Other Agencies Exchange Information With other Relevant Agencies Better Integration with Federal Law Enforcement
Agencies.
Public Accurate, Timely Delivery of Information and Data
Request
Step 4Communicating the Change Vision
Superintendent Presentations to Critical Members of State
Apparatus
Communicate the Imperativeness of Change
Top-Down Approach
Changes are Not Debatable ”imposed change”
Wait and See Approach by Troopers and Support Staff.
Location Visits for Information Sessions
Step 5 Empowering Employees for Broad-Based Action
Training, Alignment to Vision and Helping Supervisors
Assurance of Funding Support
PM given the Leeway on Resources
Given Sufficient Authority to Assess and Select Best System
Recruitment of Transition Teams
Selected Based on Record of Performance and Level of Respect Amongst Colleagues
Step 5Empowering Employees for Broad-Based Action
Support for Transition Team Leads (Field Managers)
Develop an Implementation Checklist for Managers
Provide Speaking Points for Field Mangers
Hold a Road Show/Tour Including a Guest from an Agency Currently Using the System
Conduct Training for Field Managers on How to Manage Change
Step 6Generating Short-Term Wins
Visibility, Unambiguous and Related to Change
Effort
MDT (Mobile Data Terminal) Deployment and
Adoption Rate
Broadcast State Radio Project Success
Trooper Magazine - Communication
Communicate Adoption Rate to Steering
Committee and ICG.
Step 7Consolidating Gains and Producing More Change
Increase Momentum - Curb Resistance completely
Bring on board more people
Move on to new challenges
Leadership from Senior Management
Keeping the urgency level up
Leadership and PM from bottom up
Identify and Reduce Unnecessary Interdependencies
Step 8Anchoring New Approaches in the Culture
Comes Last Depends on results
Provide Indicators like Increased Adoption Rate and Readiness
Requires a lot of talk May involve some turnover Anchors
Shift from “it is useless” to “when do I get it?” Dispatch Process – More Efficient and Meaningful Perception as “modern agency”
Critique IBOTT is in Step 4 of Implementation
Persistent sense of urgency
Success Metrics and Measurement Standards
Broad based empowerment
Trooper Communication “I think” to “I know”
Introduce Incentives to key influencers
have “what’s changing – what’s not table”
External Talks
No unnecessary interdependencies - try to do away with
old practice
Questions
Bibliography
Kotter, John P. (1996-08-07). Leading Change. Perseus Books Group. Kindle Edition.
Transition Team Approach Oregon Stat Police (June 2011). Human Resource Plan IBOTT
Business Teams. Oregon State Police (October 2011). CAD-RAM Replacement
Program State of Oregon (January 2010). Enterprise Information Resource
Management Strategy. Oregon State Police (July 2011). CAD-RMS-Message Switch
Business Case. Oregon State Police (September 2010). Project Charter. Integrated
RMS/CAD and Business Transformation Project. Oregon State Police (April 2011). IBOTT (Proposed) Organizational
Change Management Approach. Oregon State Police (June 2011). IBOTT Staff Readiness Survey. Oregon State Police (May 2011). IBOTT Transition Change
Management Challenges and Strategies. Tipping point leadership, by W. Chan Kim and Renee Mauborgne http://
www.oregonbusinessplan.org/About-the-Plan/Oregons-Challenge.aspx
http://quickfacts.census.gov/qfd/states/41000.html