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