10 elements that require a close law enforcement-corrections working relationship
By Edward Flynn and Justin Jones
The following is an excerpt from Corrections Today April 2008
Police executives increasingly recognize the importance of developing and sustaining a partnership with correctional agencies that are involved in almost every aspect of reentry. Many of the following 10 elements require a close law enforcement-corrections working relationship that is built on trust, information-sharing and a common vision.
Viability. The question of viability is one of the first matters that law enforcement executives must consider when thinking about engaging in or expanding their involvement in a collaborative reentry strategy. Political barriers can be among the most difficult to overcome, which is why it is necessary to analyze the current environment to determine the viability of such strategies and to resolve any concerns or address misperceptions. It is critical that executives receive buy-in from elected and appointed officials, the community and the law enforcement agency’s own personnel. Using a number of outreach mechanisms, leaders can garner long-term support for the department’s contributions.
Stakeholder involvement. No agency alone can develop and execute an effective reentry initiative. Program effectiveness is dependent on a strong collaborative effort among stakeholders that includes criminal justice agencies, health and human service agencies, and community leaders. The relationships between agencies and departments must be more than words on paper. To be successful, all involved parties must actively support these formal partnerships and contribute to the collective effort. Inventories of potential stakeholders and what they bring to the table are included in the toolkit. They serve as starting points for ensuring that the right experts, resources and support structures are put in place.
Priority population. To make the best use of available resources, police officials and their program partners should collectively select a priority population that will be served by the reentry initiative. Though many street officers could intuitively identify who is at greatest risk of committing new crimes, particularly violent crimes, it is critical to base this decision on an analysis of available information, including criminal histories and other police intelligence. Law enforcement information, together with corrections data and input from other reentry partners, can help identify the population that is both at high risk of re-offending and most likely to benefit from the supervision and services that the collaborative program can offer. Working with community-based organizations, the reentry partners can determine whether there are local resources to adequately serve the identified population.
Mission, goals and performance measures. Corrections should work with law enforcement representatives and other partners to develop a structure for the initiative and clarify their commitment to supporting safe and successful reentry. This should be part of the planning process, not something that is developed simultaneously with the program’s implementation. All involved parties must agree upon goals and measures before any participants are engaged. The program’s mission, goals (ultimately to reduce recidivism) and performance measures will set the tone for the initiative as it progresses. The toolkit provides issues to consider during this part of the planning process.
Initiative’s terms and participant identification. Building on the goals and mission, corrections, law enforcement and other partners must work with their staff to develop the initiative’s requirements with which participants, once selected, must comply. Program leadership must consider a wide variety of factors during this phase, including mandatory or voluntary enrollment, reporting frequency, involvement of drug testing, application of a curfew and more. It is important that all collaborating agencies agree on a detailed plan that includes what requirements the participants must meet and what appropriate incentives and sanctions will apply.
Information exchange and systems collaboration. Perceived barriers to information exchange often frustrate practitioners. Agencies employ a variety of information systems that are often incompatible with one another, and problems with information-sharing are compounded by agency culture, questions of legal authority and different organizational models. For a reentry initiative to be effective, partner agencies must create systems for appropriate information exchanges and for routine communication. These can range from the use of fully integrated systems to the use of a dedicated stand-alone terminal established in a law enforcement or correctional facility to even the simple exchange of printed reports. To sustain open lines of communication, executives must formalize interagency practices with memoranda of understanding or other agreements defining the parameters of the arrangement. The toolkit provides examples of agreements and highlights different agencies’ efforts to overcome common barriers to sharing information.
Transition planning. Reentry does not happen in one day or even in a year; it is a dynamic, long-term process. An effective reentry strategy may require law enforcement involvement prior to an individual’s release from a correctional facility. Law enforcement and correctional executives must collaborate with one another and other partners to exchange key information and prepare the individual (as well as family members, victims of the crimes and the community) for release. Drawing on the relationships developed through a long history of community policing, law enforcement can contribute in many critical areas to making this transition successful.
Enhanced supervision. Given community corrections caseloads, there is a need for other partners to help support supervision. Police executives can work with program partners to design strategies that enable officers to support probation and parole operations. Police agencies can strengthen surveillance and supervision through such activities as sharing information they gather through routine patrol and street-level encounters; helping discouraged individuals from committing future crimes through increased visibility; and engaging service providers, families and the public to support successful re-integration.
Organizational capacity. Reentry partners, including law enforcement and corrections, that recognize the value of participating in a multidisciplinary initiative should establish an organizational structure to support it. Each criminal justice agency should ensure that leaders set a positive tone and clear policy direction for reentry. It is important that department leaders promote and explain the need for the initiative within the agency to ensure buyin. To create ongoing organizational capacity for reentry, executives must also recruit and identify qualified personnel for any specialized assignments; address staffing and oversight issues; provide personnel with appropriate discretionary authority; set out clear expectations and training; and develop strategies and capacities for promoting the initiative outside the agency.
Sustainability. From a reentry initiative’s earliest stages of development, agency leaders must work with other policymakers to help ensure the effort’s long-term survival. Executives must develop plans for maintaining program staffing, identifying funds, developing public relations strategies and evaluating efforts. Representatives for law enforcement, corrections and other disciplines should be prepared to make the most of media opportunities to highlight the successes of the reentry partnership, as well as plan for possible media attention that will focus on reentry challenges and negative high-profile events involving participants.
This overview of the 10 essential components of any law enforcement-involved reentry initiative provides a glimpse into the many issues that corrections professionals, law enforcement practitioners, community-based service providers and other partners must address. There is always the concern that such a cursory overview makes it appear that the tasks are easy - they are not. Though a growing number of jurisdictions are taking on reentry initiatives, there are significant challenges ahead that can only be overcome through long-term collaborations and community support. The best public safety strategy is to address recidivism, thereby reducing further victimization. Collaborative law enforcement efforts are key to this success.
About the authors
Justin Jones is director of the Oklahoma Department of Corrections. He serves as chair of the Community Corrections Committee of the American Correctional Association and as chair of the Reentry Committee for the Association of State Correctional Administrators. Edward Flynn is chief of the Milwaukee Police Department. Both serve on the board of directors for the Council of State Governments Justice Center.
Copyright 2008 ProQuest Information and Learning
Copyright 2008 American Correctional Association, Incorporated