2.  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

3.  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

4.  Sworn Officers
 State Patrol
 Fisheries and Wildlife
 Criminal Investigation Division
 Non-Sworn Technical Staff
 Central Record

5. 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?

6. Integrated Business Operations and Technology
Transformation – IBOTT Program
Consists of Three Components:
1. Records Management System - RMS
2. Computer Aided Dispatch - CAD
3. Enterprise Services Bus - ESB

7. 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
Business
2/22/2012
Systems Page 7

8.  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 2000-2010
USA 9.7%
Oregon 12%

9. 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

10. Job descriptions: Job descriptions:
Office Specialist Office Specialist
 Data Entry  Data quality
 Record keeping management
Troopers Troopers
 Issue paper citation  Single Data Entry
 Carryout arrest and  Electronic citation
processing  Carryout arrest and
processing
Dispatchers
 Receiving calls Dispatchers
 Pass on information to  Receiving calls
troopers using calls  Use GIS to direct
troopers

11.  Hierarchy / Roles Captain / Major/
Superintendent
Lieutenant
Trooper / Senior Trooper /
Sergeant
Dispatchers / Call Takers
 System Implementation Impact

12.  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

13.  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

14.  Technological  Structural
 Improved Efficiency  New Job Descriptions
 Removing Redundant  New Departments
Process and Task
▪ System Administration
 Modernization ▪ Sustainment Team
 Human
 Education and Training

15.  Internal Sense of Urgency
 Top-Down Change- Imposed Change
 Management Participation
 Power Point Presentations for Field Offices
 External Sense of Urgency
 Related Agencies
 Citizens

16.  IBOTT steering committee
 Tom and his team “Transition field officers”

17.  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

18.  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

19.  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

20. 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

21.  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

22. 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.

23.  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

24.  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”

25.  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

27.  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