O-TRACK History

O-TRACK was conceived more than a decade ago to replace over-worked and under-developed legacy software, which fell far short of agency needs and which would not be Y2K compliant.

Vision
O-TRACK evolved with a three-part vision, intended to ensure both immediate and future success. The goal was to develop a single, automated system that:

meets the offender information needs of all system users;
serves as the telecommunications, hardware, and software platform for all future systems development; and
enables data to be easily shared with other agencies.

Success Criteria
In order to measure the success of the project, a series of criteria were developed. These were based upon both current operations and desired goals for the future.

The primary goal was to replace OBSCIS, the existing legacy software, with more useful, real-time information. Doing this also required replacement of existing Wang hardware throughout the department with PC LANs. This process needed to be completed and tested by December 1999, as the legacy system was not Y2K compliant.

Other measurable goals involved eliminating paper files, and capturing data only once, while providing the UDC with the ability to manage the information quickly and efficiently.

This required the development of new standards for data and a reengineering of work processes within the department.

Expected beneficial results of this approach included providing outcome measurements for use by department management, while reducing the amount of ongoing effort required by BIT to make constant minute modifications to the system.

User Defined System
One important feature necessary to the success of the new system, was that its design should be user-driven. JAD sessions (Joint Application Development sessions involving both users and BIT) were used to combine maximum user input with BIT technical expertise.

User groups were created to perform several essential functions under the guidance and advice of BIT:

Define system requirements
Write user manuals
Conduct alpha and beta tests
Conduct system training
Implement system modules
Provide first-line help to users
Negotiate priority and selection of enhancements with each other

This process of giving responsibility to the users has helped to increase user satisfaction with both the structure and content of the system and the priorities of creation and implementation. Users have "bought in" to the program.

Roadblocks
In spite of lofty goals and user cooperation, several factors became roadblocks to system development. Some of these were anticipated; some were not.

A totally new infrastructure had to be created, including major rewiring of prison facilities and installation of new hardware. This, in itself, was a lengthy project that had to proceed concurrently with the software development.

User groups had to be selected from each area of the department. Choosing the "right" mix of individuals to represent both management and line staff users was critical. Because of the length of the project, turnover of team members and group chairmen has meant that group composition is always in a state of flux.

In addition to changes in user composition, the UDC underwent management changes at the top levels during the creation of O-TRACK. This required a period of adjustment to bring the new executive group on board and help them to "catch the vision."

Another roadblock to success that had to be dealt with was changing the mind set of line personnel, which until this time might be characterized as "real men use guns, not computers." This required a period of adjustment as well as basic training in computer literacy.

Clerical staff were more ready to give up paper and use computers after appropriate training; however, an adjustment period was required for many supervisory staff who were more comfortable with hard copies of data and extensive personal filing systems.

Throughout all stages of the project, two overriding issues have been paramount:

Funding, Funding, Funding
Communicating, Communicating, Communicating

Timetable
The project development over the first decade is described in the following timetable:

1990 - Conducted needs analysis
1991 - Created high-level master plan
1992-93 - Canvassed other states
1993 -

Evaluated four existing systems
Decided to create a system in newer client-server technology
Determined hardware platform, database and software requirements

1994 - Hired Informix to work with staff to create the Offender Obligation System (OOS)
1995 -

Issued an RFP to over 100 vendors
Negotiated 3½ year contract with Informix, Inc., to create O-TRACK, the UDC's Offender Tracking System
September - Finalized contracts; commenced O-TRACK project
October - Finalized strategy and chose participants

1996 -

January - Held first JAD (Joint Application Development) sessions with users
June - Installed first module at Adult Probation and Parole

1999 - Extended contract two years to February 2001, for lack of funding
2001 - Extended contract to June 30 to utilize new grant

RFP-No Frills
The RFP issued in 1995 was designed for a "shoestring" budget because of funding challenges. Under the plan UDC would hire additional staff to program along side of the vendor.

BIT was also responsible for conversion of the data from the legacy OBSCIS system. User groups were assigned to create the user manuals, conduct the alpha and beta testing under BIT supervision and to train users in general. BIT then took responsibility for actual implementation of the system. Frills, such as "help" screens, were to be added later.

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