Individuals working in corrections are aware that technology access and use have generally been limited for those on the front lines. Traditionally, correctional staff had limited access to computers and the internet within offender housing units, largely due to valid security concerns and an established correctional culture that discouraged technological access in areas with high offender populations. Despite this historical pattern, the need to streamline operations and improve overall efficiency and effectiveness has driven a shift in technology use in the corrections space. For many organizations, this has involved selection and implementation of a new offender management system (OMS), designed to meet the needs of the ever-evolving corrections space.
In my prior role as a Deputy Warden, I was integrally involved in the implementation of a new OMS, which served all the facilities within our state. Although this change was initially viewed myopically as simply moving to a new OMS, I quickly discovered, as did many of my colleagues, that this was a much broader and more necessary endeavor. At the time the project began, we were using outdated systems that did not communicate with each other. Our legacy platform had stopped receiving system updates, and staff were maintaining their own spreadsheets to track basic offender information to complete their job duties. Additionally, most correctional staff had limited computer access, which often required them to leave their post to go to a computer lab to submit their time sheets and complete any required reports.
Based on recognition of various operational efficiency obstacles, we knew we needed a new OMS. To that end, our goal was simple: to give frontline staff unprecedented real-time access to offender information so they could perform their jobs safely and more efficiently and effectively. That goal, though simple, was not easy to accomplish, because implementing new software in a correctional environment is more complicated than installing software in most other industries. The process of implementing a new OMS required us to maintain strict security standards while introducing technology into areas where it had not existed before. That involved integrating systems into a secure environment within an offender housing unit and taking specific steps to prohibit any possible unauthorized access to the OMS.
To address access concerns, we worked closely with frontline staff and thoughtfully considered our physical plant. We installed security cages around office desks; deployed hardened, secure workstations; and invested heavily in infrastructure, running new network cable and electrical lines to support both current operations and future growth. Throughout this process, we solicited and received feedback from correctional officers and made several changes to our plans along the way, including installing automatic integrated locks on the security gate. Once we established a secure environment within the housing unit, we installed the computers—which provided real-time access to the new OMS—and the impact was immediate.
In the past, frontline staff had relied on manual logs, institutional knowledge, or the need to call the control unit to receive various offender information. The new OMS changed those processes in a significant way. Through role-based access controls, secure networks, and hardened workstations, officers gained appropriate, controlled access to data at their fingertips. This included access to offender locations, work assignments, holds, custody levels, and conduct history. Officers could review assault flags, see pending conduct reports, and verify classification levels directly from their assigned posts. Incident and conduct reports could be completed at their post and no longer required backfill relief to get paperwork completed on time. Communication improved across the organization because officers now had regular access to email, policy updates, and facility-wide messaging at their post. Operational awareness, efficiency, and overall effectiveness increased, and so did overall safety.
Training was a crucial factor in the new OMS rollout, as is common with any new policies or procurement implementations; however, the magnitude of implementing the new OMS was at another level, requiring significant effort and coordination. Ultimately, to improve the likelihood of success for this rollout, we implemented a variety of training methods, including a train-the-trainer model, role-specific training, and providing staff access to an OMS test environment prior to the go-live date. Through this process, we concluded that giving staff advanced access to the OMS test environment was one of the most impactful steps we took, especially for hesitant or resistant staff. This process provided them with an opportunity to test the system using real-world scenarios. It reduced resistance, addressed fear, and replaced uncertainty with confidence. When staff were able to see how the system would help them perform their jobs more efficiently, they quickly recognized the value in moving to the new system, and they embraced it.
In the short term, following the OMS implementation, we saw better decision-making, more streamlined workflows, and improved communication across departments. As our use of the system continued, we noted the opportunities for advanced analytics, better risk identification, and future expansion of digital tools for both staff and offenders. Despite these benefits, the most important outcome wasn’t a technical one. The most valuable outcome we achieved involved empowering our staff and equipping them with modern tools to assist them with their job duties, resulting in a more autonomous and productive workforce.
The success of a new OMS does not depend on the technology alone. It requires alignment between people, processes, and the systems put into place. This does not happen by accident; it demands a thoughtful and intentional approach. When the planning and implementation efforts allow those three elements to come together, the result is a safer correctional environment, more efficient operations, and frontline staff who have the information they need to make the right decisions at the right time.
If you would like to hear more about my experience with implementing a new OMS, feel free to reach out.
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