The Challenge
At the time that Quartech Justice was involved in the project, the DOC had programs at 15 major prison facilities and 147 community field offices, community justice centers, and Community Oriented Policing Shops. At go-live the State had over 8000 employees and was responsible for supervision of more than 60,000 offenders. Alongside implementation and modernization scope, the Department elected to proceed with the Change Implementation project by adopting a collaborative integrated team approach.
The Solution
The scope of the Organizational Readiness and Change Management undertaking was extensive and required the replacement of a 20-year-old legacy application, impacted all employees in the agency, spanned all divisions, covered the entire geography of the state, as well as a number of external agencies that relied on information provided by the department. In addition, the new solution was required to address changes in legislation and the department had recently undergone challenges in the implementation of a similar project to address business needs.
Due to the extent of the undertaking and the ever-present budget constraints that are so familiar to all Corrections agencies the Department elected to proceed with the Change Implementation project by adopting a collaborative integrated team approach. The model combined skills and expertise provided by Quartech Justice Change Specialists with Department Subject Matter Expertise provided in-house. This approach ensured that the State received the best return on investment as the ratio of change experts to employees exceeded one to eight resources and therefore ensured that the State met its required project goals on-time and within budget while also developing significant capacity within the department for future implementations and change initiatives.
The implementation efforts commenced with a statewide Organizational Readiness Assessment (ORA) which resulted in a comprehensive implementation strategy comprised of five major streams of activities: change management, communications, training, user reference material and business process alignment.
The ORA indicated that DOC had a track record of implementing without appropriate regard to the impact on the business and the organization. The change management and communication strategy developed verified that the business would be ready when the application was ready for deployment.
Key features included:
- Provided ongoing system integration and modernization support for OMNI.
- Delivered enhancements to improve case management, inmate tracking, and reporting.
- Ensured data integrity, interoperability, and compliance with state and federal requirements.
- Supported migration and upgrades as the system evolved to meet new operational and legislative demands.
The Results
The solution delivered measurable improvements:
Improved efficiency and consistency
in offender management across the Department.
Strengthened integration
between OMNI and other justice systems, reducing duplication and delays.
Provided long-term, trusted partnership
ensuring continuity and reliability for mission-critical operations.
Effective, Efficient user Adoption
While communication to all users and executives on the progress of the project was deliberate and planned (the right amount of information at the right time), greater inclusion occurred with the subject matter experts as they were crucial to the success of the implementation efforts. With over 3,500 primary users statewide, this initiative required training and assistance from 350 subject matter experts who were also primary users of OMNI.
Why It Matters
Hear it straight from our client:
“Quartech Justice has been a trusted partner in helping us modernize and sustain our offender management system. Their expertise in corrections technology, combined with their ability to integrate with existing state systems, has ensured OMNI remains reliable, secure, and aligned with our operational needs.”
