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Organizational Change Manangement - Oregon State Police


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Organizational Change Manangement - Oregon State Police

  1. 1.  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
  2. 2.  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
  3. 3.  Sworn Officers  State Patrol  Fisheries and Wildlife  Criminal Investigation Division Non-Sworn Technical Staff  Central Record
  4. 4. Issue: The Establishment of a fully integrated information management system that maximizes the efficiency of all agency personnelOC Statement: What are the roles that need to be changed and the appropriate steps needed to achieve these changes?
  5. 5. Integrated Business Operations and TechnologyTransformation – IBOTT ProgramConsists of Three Components:1. Records Management System - RMS2. Computer Aided Dispatch - CAD3. Enterprise Services Bus - ESB
  6. 6. Integrated Business Operations and Technology Transformation Program (IBOTT) Organization Chart IBOTT Steering Committee Major Maureen Bedell (Chair) Quality Assurance Reporting MTG Management Deputy Rich Evans Albert Gauthier Neville Wallace Consultants Robert Marlatt Ramona Rodamaker Captain Tom Worthy Chuck Collins Major Joel Lujan Bryan Lepine Integrated Coordination Group (ICG) Albert Gauthier (Chair) IBOTT Program Manager Jerry Martin Lt. Mark Walkup Lt. Gregg Hastings Capt. Tom Worthy Becki David Victor Lohr Neville Wallace Neville Wallace Major Maureen Bedell Randy Whitehouse Richard Culley Tami Renton Barb Jones Transition Projects Technical Projects Weekly Weekly Status Status Reporting Reporting Transition Projects Manager Technical Projects Manager Capt. Tom Worthy Victor Lohr Weekly Weekly Weekly Weekly Weekly Weekly Weekly Status Status Status Status Status Status Status Reporting Reporting Reporting Reporting Reporting Reporting Reporting Field Operations CAD (MPS) CAD Field Operations RMS (Mobile) RMS RMS Message Switch CAD Transition Project Manager Transition Project Manager Transition Project Manager Transition Project Manager Technical Project Manager Technical Project Manager Technical Project Manager Capt. Tom Worthy Jerry Martin Capt. Tom Worthy Becki David Barb Jones Victor Lohr Tami Renton Field Operations CAD(MPS) CAD Field Operations (RMS) RMS RMS Message Switch CAD Transition Project Transition Project Transition Project Transition Project Technical Project Technical Project Technical Project Team: Team: Team: Team: Team: Team: Team: •Lt. Andy Heider •Lt Mark Walkup •Lt. Andy Heider •Vanessa Strutz •Fiona Ellison •David Bulloch •Mo Singh •Sgt. Erik Fisher •Capt. Tom Worthy •Sgt. Erik Fisher •Priscilla Darras •Joshua Zeckser •Donno Cole •Sgt. Stephanie Ingraham •STpr. Jason Lindland •Sgt. Stephanie Ingraham •Nancy Simonsen •Colin Brown •Sgt. Don Wagner •John Beinhauer •Sgt. Don Wagner •Kimberly Binnell •Rhema Nelson •Sgt. Jeff Fitzgerald •Paul Sanderson •Sgt. Jeff Fitzgerald •Luann Allison •Sgt. Chris Ashenfelter •Sean Joyce •Sgt. Chris Ashenfelter •Mary Pickering •STrpr. Jason Lindland •Jon Stueve •STpr. Jason Lindland •STprl. Andy McCool •Phil Willoughby •STpr. Andy McCool •Sean Joyce •Terri Jones •Sean Joyce •Becki David •Dina Rudeshiem •Becki David Key resources: Key resources: Key resources: Randy Whitehouse Bryan Lepine Jerry Martin Application Niche Technical Support Technolog Support y Application Inc. Technical Support Intergraph Support Corporatio Business/ n Project Online Technical Support Support Business2/22/2012 Systems Page 7
  7. 7.  Technological Advancements Industry Pressure Political - Federal Government Economic Since 1997, Oregons per person income has fallen to 91% of the U.S. average. Demographic Pressure population percent change 2000-2010 USA 9.7% Oregon 12%
  8. 8. 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
  9. 9. Job descriptions: Job descriptions:Office Specialist Office Specialist Data Entry  Data quality Record keeping managementTroopers Troopers Issue paper citation  Single Data Entry Carryout arrest and  Electronic citation processing  Carryout arrest and processingDispatchers Receiving calls Dispatchers Pass on information to  Receiving calls troopers using calls  Use GIS to direct troopers
  10. 10.  Hierarchy / Roles Captain / Major/ Superintendent Lieutenant Trooper / Senior Trooper / Sergeant Dispatchers / Call Takers System Implementation Impact
  11. 11.  Job Descriptions Level of Impact Level of Impact Dispatcher Trooper Record Keepers Lieutenant Captain / Major 0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5 Organizational Setting
  12. 12.  Task Performed by Individuals  Cultural  Paper to Database  Modernization  Data Entry to Data Quality Management  Change Attitude Organizational Process  Record keeping to Record Management  Single Entry and Quality Control  Electronic Processes Verses Face to Face  Fast Data Sharing
  13. 13.  Technological  Structural  Improved Efficiency  New Job Descriptions  Removing Redundant  New Departments Process and Task ▪ System Administration  Modernization ▪ Sustainment Team Human  Education and Training
  14. 14.  Internal Sense of Urgency  Top-Down Change- Imposed Change  Management Participation  Power Point Presentations for Field Offices External Sense of Urgency  Related Agencies  Citizens
  15. 15.  IBOTT steering committee Tom and his team “Transition field officers”
  16. 16.  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
  17. 17.  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
  18. 18.  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
  19. 19. 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
  20. 20.  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
  21. 21. 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.
  22. 22.  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
  23. 23.  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”
  24. 24.  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
  25. 25.  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