Innovative Multi-Agency Approaches to Crimes of Exploitation
The views expressed are those of the author and do not necessarily reflect the views of ASPA as an organization.
By Elaine Ahumada and Beth Groves
April 12, 2024
As communities face issues of human trafficking, child pornography and drug abuse, innovative approaches by multiple agencies are effective ways to address these crimes of exploitation. Local resources are scarce, yet safety challenges are increasing and remain paramount to the citizens. Horizontal multi-agency inter-local government collaboration can find viable alternatives to ameliorating the persistent and complex wicked problems in local communities.
Many entities may perceive challenges in multi-agency collaboration due to apprehensions involving communication, competitive practices and unpredictable events. However, agency stakeholders willing to agree upon a common goal and work towards strategic implementation of processes can have the advantage in addressing community problems. In that case, the outcomes of these efforts can benefit communities and lessen the bottom line of budgetary constraints.
Best Practices for Effective Multi-Agency Approaches
Studies show that implementing interagency information sharing will increase both effectiveness and efficiency and result in a greater integration of public services. In addition to these measures, Sharon S. Dawes (1996) states that data sharing between government agencies brings additional benefits, such as improved policy-making and increased overall productivity. This shared data becomes even more critical when responding to time-sensitive, life-threatening issues that span multiple jurisdictions. Fang Wang (2018) posits that although there are proven benefits, there are still interagency forces to overcome when sharing data. These factors may include administrative pressure, department capacity, department interest, risk and accountability. If these forces surface, they are best addressed with thoughtful communication early in the collaborative process.
Ensuring that clear and direct objectives are set for how and when communication will take place in response to gathering and sharing of information will enable more effective and efficient response and outcomes. A designated and unified platform for communication is required. With various technological tools and databases, designating where and what information needs to be reported and assessed by each agency is critical to each party’s most effective role.
A strategic plan for unexpected events is vital for anticipating unforeseen obstacles to efficient service and response. Since each agency performs a specific role and is knowledgeable about the respective landscape of the community, there is a wealth of information at the local level that can be additional sources for sharing information that allows for the designing of a multi-pronged approach to the root causes of the community crimes of exploitation. Local efforts can employ the skills and knowledge of academics and non-profit organizations to better address needs. Because non-profits specialize in providing specific services for particular populations, the emotional, physical and psychological assistance for those who may experience trauma can be met with more exceptional comprehensive case management. Academics can be instrumental in evaluating these collaborative efforts through qualitative and quantitative research, program evaluations and assisting non-profits to secure more funding by conducting an impact analysis.
Innovative Collaboration in Action
In addition to clear objectives and communication, the key to any successful collaboration requires having the right players at the table. Counties have succeeded in multi-agency task forces focusing on broad-reaching issues that cross geographic and jurisdictional boundaries. For example, task forces to address Human Trafficking may have Sheriff Departments leading the charge with members that include all aspects of this crime. This group may consist of investigative services of local and federal law enforcement, as well as County and state prosecutors, Federal homeland security and the FBI. Representation from nonprofit partners provides victim services, community outreach and education. as well as nonprofit agencies that provide support to victims. Having these relationships established beforehand makes the response more expedient and efficient.
Another collaborative task force approach involves Internet Crimes Against Children. Nationwide, there are more than 60 regional task forces that the United States Department of Juvenile Justice and Delinquency Prevention funds. These are collaborative efforts developed to apprehend predators who use the internet to exploit children specifically. Task Force members include FBI and Homeland Security Investigators, Department of Corrections & Rehabilitation Special Services Agents, County Sheriff Investigators and Detectives from multiple local cities.
Effective multi-agency collaborations require stakeholders to set aside political agendas and embrace a growth mindset that encourages innovation. While organizational cultures might differ among agencies, finding a common purpose that serves the community, increases effectiveness and legitimizes the agencies while addressing large-scale community problems is worthwhile. As a strategic partner, consider how collaboration can transform local communities by capitalizing on the wealth of knowledge, employing more direct efforts to root causes of issues and reduce financial redundancies. Investigation and prosecution of crimes against vulnerable people and children requires strong leadership, information sharing and, above all—communication and collaboration.
Author: Elaine Ahumada, DPA – Dr. Elaine Ahumada has taught Public Administration and Public Policy courses over the past twenty years. She is the Director of the Doctoral Program in Public Administration at California Baptist University. She has extensive practitioner experience in non-profit consulting and serving on boards for regional non-profits in Southern California.
[email protected]
Author: Beth Groves, DPA – Dr. Beth Groves is the Director of the Master Program in Public Administration at California Baptist University. She is a former City Manager with more than 20 years of practitioner experience in local government.
[email protected]
(No Ratings Yet)
Loading...
Innovative Multi-Agency Approaches to Crimes of Exploitation
The views expressed are those of the author and do not necessarily reflect the views of ASPA as an organization.
By Elaine Ahumada and Beth Groves
April 12, 2024
As communities face issues of human trafficking, child pornography and drug abuse, innovative approaches by multiple agencies are effective ways to address these crimes of exploitation. Local resources are scarce, yet safety challenges are increasing and remain paramount to the citizens. Horizontal multi-agency inter-local government collaboration can find viable alternatives to ameliorating the persistent and complex wicked problems in local communities.
Many entities may perceive challenges in multi-agency collaboration due to apprehensions involving communication, competitive practices and unpredictable events. However, agency stakeholders willing to agree upon a common goal and work towards strategic implementation of processes can have the advantage in addressing community problems. In that case, the outcomes of these efforts can benefit communities and lessen the bottom line of budgetary constraints.
Best Practices for Effective Multi-Agency Approaches
Studies show that implementing interagency information sharing will increase both effectiveness and efficiency and result in a greater integration of public services. In addition to these measures, Sharon S. Dawes (1996) states that data sharing between government agencies brings additional benefits, such as improved policy-making and increased overall productivity. This shared data becomes even more critical when responding to time-sensitive, life-threatening issues that span multiple jurisdictions. Fang Wang (2018) posits that although there are proven benefits, there are still interagency forces to overcome when sharing data. These factors may include administrative pressure, department capacity, department interest, risk and accountability. If these forces surface, they are best addressed with thoughtful communication early in the collaborative process.
Ensuring that clear and direct objectives are set for how and when communication will take place in response to gathering and sharing of information will enable more effective and efficient response and outcomes. A designated and unified platform for communication is required. With various technological tools and databases, designating where and what information needs to be reported and assessed by each agency is critical to each party’s most effective role.
A strategic plan for unexpected events is vital for anticipating unforeseen obstacles to efficient service and response. Since each agency performs a specific role and is knowledgeable about the respective landscape of the community, there is a wealth of information at the local level that can be additional sources for sharing information that allows for the designing of a multi-pronged approach to the root causes of the community crimes of exploitation. Local efforts can employ the skills and knowledge of academics and non-profit organizations to better address needs. Because non-profits specialize in providing specific services for particular populations, the emotional, physical and psychological assistance for those who may experience trauma can be met with more exceptional comprehensive case management. Academics can be instrumental in evaluating these collaborative efforts through qualitative and quantitative research, program evaluations and assisting non-profits to secure more funding by conducting an impact analysis.
Innovative Collaboration in Action
In addition to clear objectives and communication, the key to any successful collaboration requires having the right players at the table. Counties have succeeded in multi-agency task forces focusing on broad-reaching issues that cross geographic and jurisdictional boundaries. For example, task forces to address Human Trafficking may have Sheriff Departments leading the charge with members that include all aspects of this crime. This group may consist of investigative services of local and federal law enforcement, as well as County and state prosecutors, Federal homeland security and the FBI. Representation from nonprofit partners provides victim services, community outreach and education. as well as nonprofit agencies that provide support to victims. Having these relationships established beforehand makes the response more expedient and efficient.
Another collaborative task force approach involves Internet Crimes Against Children. Nationwide, there are more than 60 regional task forces that the United States Department of Juvenile Justice and Delinquency Prevention funds. These are collaborative efforts developed to apprehend predators who use the internet to exploit children specifically. Task Force members include FBI and Homeland Security Investigators, Department of Corrections & Rehabilitation Special Services Agents, County Sheriff Investigators and Detectives from multiple local cities.
Effective multi-agency collaborations require stakeholders to set aside political agendas and embrace a growth mindset that encourages innovation. While organizational cultures might differ among agencies, finding a common purpose that serves the community, increases effectiveness and legitimizes the agencies while addressing large-scale community problems is worthwhile. As a strategic partner, consider how collaboration can transform local communities by capitalizing on the wealth of knowledge, employing more direct efforts to root causes of issues and reduce financial redundancies. Investigation and prosecution of crimes against vulnerable people and children requires strong leadership, information sharing and, above all—communication and collaboration.
Author: Elaine Ahumada, DPA – Dr. Elaine Ahumada has taught Public Administration and Public Policy courses over the past twenty years. She is the Director of the Doctoral Program in Public Administration at California Baptist University. She has extensive practitioner experience in non-profit consulting and serving on boards for regional non-profits in Southern California.
[email protected]
Author: Beth Groves, DPA – Dr. Beth Groves is the Director of the Master Program in Public Administration at California Baptist University. She is a former City Manager with more than 20 years of practitioner experience in local government.
[email protected]
Follow Us!