IOMS Review Project Overview

Overview

The IOMS Review Project commenced in October 2003, with the objective of defining the future direction of the IOMS system and developing a plan based on the options discovered. A key driver of the IOMS Review Project was to

“...ensure that any recommended solution is for a system that is:

• open
• encourages information sharing across the organisation
• encourages common processes across the organisation
• aims to maximise the benefits from integrated offender management
• is as flexible as possible to support future needs.”

IOMS Review Project Terms of Reference (TOR)

Review Process

The review has been conducted in four phases over an 11-month period:

• Phase 1 - identifying and documenting current business processes. This involved mapping the existing operational processes and recording the detail in a single repository so they could then form the basis of the review.
• Phase 2 - identifying and quantifying the gaps between the IOMS system and the level of support it provides for the completion of business process tasks. This involved mapping the processes according to how well they are supported by the IOMS system in terms of functionality and usability.
• Phase 3 - identifying and documenting the likely impact of Corrections’ long term view of offender management on support systems.
• Phase 4 - defining a strategy for the IOMS system based on the previous three phases.

Greater detail of the project review process is included in Appendix A - Detailed IOMS Review Project Approach.

The review followed this approach to ensure that there was a focus on identifying the business needs and matching the technology to the need, rather than allowing technology to dictate a solution.

There was also a clear focus on mapping processes through their full lifecycle across the organisation, irrespective of which group or service had input into the process. This has provided a holistic view of processes across the organisation, as required by the project TOR.

Review results

The conclusion from the analysis was that IOMS development has focused on a number of areas, and these are relatively well supported. However there are a number of areas where functionality has never been developed to support the business processes because of development priorities, or a reassessment of the business processes has shown where new functionality is required to support the business.

The results from the first two project phases, once processes were mapped to IOMS and the gap analysis added, have been produced in a diagrammatic format. This provides a summary view of how the business processes map to IOMS. This has been included in the following five pages and shows:

• the mapping of business processes
• the number of processes that were mapped
• how well each process is supported by the IOMS system (the gap analysis).

The results from Phase 3 are documented in the section titled Principles and Guidelines for Future Work.

This document, detailing the ongoing strategy for the IOMS system to 2012, is the result of Phase 4.

Note: The induction process (2.02) relates to the manual process in the prison, not activities such as at risk etc.
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IOMS Review gap analysis findings for the first three stages of the Offender Lifecycle framework 1 Pre-sentence assessment, 2 Receiving and Induction, and 3 Sentence Planning

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IOMS Review gap analysis findings for the fourth stage of the Offender Lifecycle framework 4 Sentence Management

 
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IOMS Review gap analysis findings for the fifth, sixth and seventh stages of the Offender Lifecycle framework 5 Preparation for Reintegration, 6 Parole Process, 7 Business Support Processes

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IOMS Review gap analysis findings for the final stage of the Offender Lifecycle framework 8 Monitoring and Reporting

 
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IOMS Review gap analysis findings by Community Probation Service sentence and order types