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The Integrated Corrections System (ICS) Project aims to replace five legacy offender information systems with a unified web-based application for the Wisconsin Department of Corrections. This initiative will streamline operations across adult institutions, community corrections, and juvenile facilities, encompassing a total of over 21,500 inmates and 71,000 supervised individuals. The project includes four phases over four years, focusing on institutional operations, community supervision, offender financials, and juvenile corrections. Lessons learned emphasize the need for effective communication and quality management throughout the process.
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ICSIntegrated Corrections System State of Wisconsin Melanie Pederson ICS Business Change Manager Melanie.pederson@doc.state.wi.us May 1, 2006
Wisconsin DOC • Adult Institutions • House 21,500 inmates • 38 institutions and centers • Community Corrections • Manage 71,000 adults and juveniles under community supervision • Probation, parole and extended supervision • Juvenile Corrections • House 570 youthful offenders • Three custodial facilities
What is the ICS Project? • Replace five legacy offender information systems with one web-based application • Build a foundation for future DOC application development • Build a single source of decision support information across all three divisions • Complete four phases over four years • Support ASCA performance standards
ICS Project Phases & Timeline • Phase 1a Institution Operations • May 2005 through April 2007 • Phase 2 Community Supervision • August 2006 through January 2008 • Phase 3 Offender Financials • June 2007 through October 2008 • Phase 4 Juvenile Corrections • March 2008 through July 2009
Where We Are Now • Completed all of the JAD sessions for the 14 modules • Quality Assurance & DOC Workgroups testing customized software changes until June 2006 • Unit Acceptance Testing Aug – Sept 2006 • Pilot Testing Sept – Oct 2006 • Phased Implementation for Adult Institutions starts December 4, 2006 • Start planning for start of Phase 2
Lessons Learned • Allow more time for the JAD sessions • Drive JAD session from the Business Process Documentation, not the software • Determine effective use of Quality Assurance • Expand and improve our communications and union involvement process • Provide clearer and stronger scope management • Create a common schedule at the project onset • Need for ‘smart’ flexibility