Article
Pedro das Neves
As correctional agencies throughout the world face increasing pressure to modernize their digital systems, the temptation to build an Offender Management System (OMS) in-house using a small team of developers and robust low-code platforms is understandable. It promises flexibility, control, and potential cost savings.
However, despite the best of intentions, this approach often underestimates the complexity of an OMS and the critical role it plays in correctional management. An OMS is not merely an inmate database but the digital backbone of modern correctional services and facilities, requiring robust functionality, seamless integration with other systems, and the capacity to evolve alongside shifting correctional needs and technological advances.
This need for modernization is driven by more than just technology—it reflects a fundamental shift in the objectives of correctional management. The urgency to replace aging legacy systems is not merely a matter of upgrading software; it is about addressing a fundamental shift in what we need an OMS to achieve.
Legacy systems were designed to answer the questions and support the processes of their time—primarily focused on basic record-keeping, security, managing inmate movements and activities, limited case management, and generating compliance reports. They captured the data that mostly mattered decades ago, but they fall short when it comes to answering today’s more nuanced questions about rehabilitation outcomes, risk and needs assessments, and operational efficiencies. More critically, they are ill-equipped to handle the questions we will need to answer in the future as correctional policies, research, and technologies continue to evolve.
To meet these evolving needs, a modern OMS must manage a complex array of functions, including inmate intake, classification, sentence management, incident reporting, healthcare coordination, rehabilitation programs and case management, and the management of security threat groups. Beyond its internal functionalities, it must also serve as a hub for data exchange with external systems such as court management platforms, law enforcement databases, parole and probation services, healthcare providers, and educational and vocational training systems.
This level of integration is not a straightforward task. It requires robust data governance, secure data transfer protocols, and the ability to harmonize data across diverse systems. Building these capabilities from scratch is an enormous undertaking that goes far beyond the coding skills of a small development team or the simplified automation of low-code platforms.
Moreover, building a system that is adaptable over time is a critical challenge that cannot be overlooked. The justice and corrections landscapes are continually evolving, driven by policy changes, new research findings, and advances in technology. An OMS needs to be built on a modern, modular architecture that allows for continuous evolution—both in terms of functionality and technology. It must adapt to new risk and needs assessment tools, support emerging rehabilitation methodologies, and incorporate changes in legal requirements seamlessly. Systems designed narrowly around current requirements without a vision for future adaptability quickly become the very legacy systems that agencies are trying to replace.
Innovation is another key aspect where many custom-built systems fall short. One of the dangers of custom-built systems is that they often mirror outdated business practices rather than fostering innovation. When systems are developed based on existing business requirements alone, they can cement inefficiencies into digital processes instead of enabling process improvements.
Instead, an OMS implementation should promote a culture of innovation, allowing agencies to rethink their current practices and refine their operations continuously. A research-driven OMS can support pilot programs, incorporate new data sources, and enable correctional facilities to adapt proactively to changes in the field.
Additionally, the structuring of data within an OMS is a foundational element that determines not only the system’s current utility but also its future potential. Data is the lifeblood of modern correctional strategies, enabling agencies to move from intuition-based management to evidence-based decision-making. However, if data is not structured correctly from the outset, the system will struggle to support advanced analytics, machine learning applications, and the generation of predictive insights that support human decision-making.
A forward-thinking OMS must be designed with a strong research-based approach, capturing data that not only supports current operations but also fuels long-term research and policy development. This kind of strategic data management is rarely achieved through quick in-house builds.
Beyond data management and innovation, operational mobility is another critical requirement for a modern OMS. Correctional officers need to access the system in real-time, whether they are in control rooms, administrative offices, or on the facility floor.
An effective OMS should support mobile devices, allowing officers to perform inmate movements, manage incidents, collect behavioral or suspected activities data, report on searches and seizures, and monitor inmate activities on the go. This mobility enhances operational efficiency, improves responsiveness, and ensures that data is captured accurately and promptly. Systems that lack this capability risk creating operational bottlenecks and hindering the effectiveness of correctional staff.
The need for advanced integration capabilities extends beyond internal mobility. An OMS must integrate with a variety of emerging technologies that are becoming increasingly common in correctional settings. These include offender self-service systems deployed through tablets, kiosks, or interactive TVs, which enable inmates to access educational content, manage daily activities, and maintain communication with approved contacts.
It must also connect with inmate communication systems, real-time location tracking technologies, biometric recognition systems, and other tools designed to enhance safety and streamline operations. Developing these integrations in-house requires specialized expertise and significant resources—factors that are often underestimated when agencies attempt to build bespoke systems.
Given these complex requirements, it is clear why many correctional agencies are turning to modern research and evidence-based Commercial Off-The-Shelf (COTS) solutions. Unlike custom systems that risk becoming outdated quickly, modern COTS solutions are developed by vendors who specialize in corrections and or in correctional technology. These solutions should be built on global best practices, comply with local and international standards, and be continuously updated to reflect advancements in corrections, technology, and security protocols.
Many states and countries, including Belgium, the Netherlands, Norway, the United Kingdom, Canada, several states in the United States of America, and Australia, who attempted or supported the development of bespoke OMS solutions, ultimately transitioned or are in the process of transitioning to COTS systems.
They found that COTS solutions not only reduce risk, ease the implementation efforts, and lower the total cost of ownership but also offer greater adaptability to evolving needs ensuring that systems remain aligned with evidence-based business practices and processes.
Ultimately, the decision to build or buy a modern research and evidence-based OMS is not merely a matter of budget or development speed. It is a strategic choice that affects the long-term sustainability, adaptability, and effectiveness of correctional operations.
An OMS is not just an IT system—it is a critical enabler of safety, rehabilitation, and public trust in the correctional system. Agencies need solutions that are ready not only for today’s challenges but also for tomorrow’s opportunities, supporting a forward-looking approach to corrections that is grounded in research, driven by data, and open to innovation.
Importantly, a modular approach to implementing a modern Commercial Off-The-Shelf (COTS) solution allows jurisdictions to manage costs effectively and avoid unnecessary expenses, demonstrating that building a modern OMS does not mean breaking the bank. By enabling agencies to phase in functionalities as needed, a modular strategy ensures that investments are aligned with priorities and resources, delivering value incrementally while keeping long-term costs under control.
By choosing a future-ready, modern COTS solution, correctional leaders can ensure that their systems can deliver the insights, efficiency, and flexibility needed to meet evolving demands. Investing in a well-researched, evidence-based OMS is not just a smart decision—it is a responsible one that will help agencies transform their operations and achieve better outcomes for staff, inmates, and the broader community.
Pedro das Neves is the CEO of IPS Innovative Prison Systems and Director of ICJS Innovative Criminal Justice Solutions. With over 20 years of experience, he has led justice reform initiatives across Europe, North America, Latin America, the Middle East, and Central Asia. Pedro has worked extensively with governments, the UNODC, the European Commission, and the Inter-American Development Bank (IDB), focusing on offender management, risk assessment, PCVE, and the modernization of correctional systems. He is an expert in designing and implementing AI-powered tools and digital solutions, such as the HORUS 360 iOMS, aimed at enhancing security, rehabilitation, and reducing recidivism. Pedro is the founder and editor-in-chief of JUSTICE TRENDS magazine and serves as a board member of the International Corrections and Prisons Association (ICPA). His contributions have earned him prestigious awards, including the ICPA Correctional Excellence Award. Pedro holds advanced qualifications from renowned institutions, including the College of Europe, the University of Virginia (Digital Transformation), MIT (Digital Transformation), and the University of Chicago (Artificial Intelligence), cementing his position as a leader in innovation and digital transformation within the justice sector.
