{"id":62127,"date":"2021-04-01T08:00:54","date_gmt":"2021-04-01T12:00:54","guid":{"rendered":"https:\/\/www.policechiefmagazine.org\/?p=62127"},"modified":"2024-09-13T11:47:05","modified_gmt":"2024-09-13T15:47:05","slug":"proactively-serving-high-risk-populations","status":"publish","type":"post","link":"https:\/\/www.policechiefmagazine.org\/proactively-serving-high-risk-populations\/","title":{"rendered":"Proactively Serving High-Risk Populations"},"content":{"rendered":"<p>&nbsp;<\/p>\n<p><strong><em>Autism. Williams syndrome. Alzheimer\u2019s. Schizophrenia<\/em>. These terms are often scary to any neurotypical police officer or layperson who has never personally encountered a person with one or more of these disorders.<\/strong> But it\u2019s important to remember that they are even scarier to the person diagnosed with these or similar conditions and to the parents or other family members who have to confront them for the first time. The thing that all those conditions (along with many others) have in common is their impact on loved ones as a result of the complications they add to their lifestyle and the already delicate human condition.<\/p>\n<p>Having a close family member who has developmental disabilities or mental illness can be a heavy weight. It is a tug on the consciousness that is ever-present, blurring the looking glass into the future of their loved ones, and an ongoing state of heightened stress from moment to moment as they worry over the person\u2019s the ability to complete tasks that would otherwise be second nature to neurotypical people.<\/p>\n<p>As any parent can attest, it\u2019s quite natural to worry about one\u2019s children or siblings. But it is quite another thing to have the deeply rooted level of anxiety that constantly haunts people who care for family members with developmental disabilities or mental illness. As caretakers for their communities, one of law enforcement\u2019s many jobs is to develop a deep understanding for these families to help assuage their anxieties and provide a hand to help them before their challenges become emergencies.<\/p>\n<p>These complications in the human condition will continue to grow as the global population does, and the resulting need to seek understanding and care becomes ever more necessary. As just one example, 1 in 54 children born today will have a diagnosis of autism, and scores of other children will be born with special needs that will not be immediately diagnosed or may take years to manifest.<sup>1<\/sup> Initiatives such as the IACP\u2019s One Mind Campaign, which encourages police agencies to train their officers in crisis intervention and Mental Health First Aid, provide invaluable tools to prepare officers for interactions with these populations as a first step, but it is necessary to build on it.<sup>2<\/sup> Police agencies must develop multitiered, nuanced, and disciplined approaches that are centered on partnerships within their communities.<\/p>\n<p>What does this all mean? It means understanding the particular demographics of the community being served and identifying partners and subject matter experts who can help police agencies develop a response model for their communities\u2019 most vulnerable people. It means identifying those who can work with law enforcement to prevent misfortune wherever possible and who understand why this work is so important. It also means building relationships with families who very often have very little time available.<\/p>\n<p>The role of the police is not to merely show up and demand compliance of the law from the public, but to work collaboratively with community members to help lift them up in the moments when they need it most and to solve the underlying issues and prevent reoccurrences.<\/p>\n<p>So, again, what does this mean for police officers? The roadmap to this future is simpler than one might suspect. Co-responder models, if viewed as an overarching conceptual problem-solving model, can help light the path forward.<\/p>\n<p>Police officers have the dual benefit and burden of having a hand in the response to just about every problem in their communities. Why not take advantage of that community-police connection to add resources that positively impact everyone\u2019s lives? A properly developed and maintained business model that is centered on creating co-responder teams can be used to tailor innovative responses to the increasingly complex human condition.<\/p>\n<h3><span style=\"color: #0a7e8c;\"><strong>Co-Responder Model<\/strong><\/span><\/h3>\n<p>In any co-responder model, the first rule is this: there is a necessary and needed role for everyone. The most basic co-responder model has three roles: the police, the family, and subject matter experts (SMEs). The question is asked sometimes as to why the police have a role in the model at all, and the answer is simple: it has a bidirectional benefit to everyone involved. The presence of police helps develop relationships between everyone involved. It helps the officers understand the complexities in a given situation, thus fostering empathy and understanding, and it helps the subject matter experts and the family by providing them contacts who are working 24 hours a day to be their instrument for reaching out whenever needed. Another key aspect is that everyone\u2019s role doesn\u2019t end at the first contact. The co-responder model isn\u2019t a hand-off point, but a starting point for communication and coordination. It is problem-solving centered on coordination of response and consistent feedback and meetings. Formalized follow-up by all parties involved ensures that the feedback and communication loop of understanding includes everyone, facilitating the transparency of operations and outcomes. No one gets left behind to question the outcomes and begin a cynical cycle of potential defeat and isolation. It essentially shifts \u201cthem\u201d to \u201cus\u201d and results in all parties being invested in positive outcomes for all involved. This means the family has constant contact with people who can help them, the designated SME has constant contact with the family to provide help, and the police have contact with both to ensure the communication is occurring in a way that benefits all. To close the loop, the SME lets the police know what was successful (and what was unsuccessful) and vice versa to ensure any future responses are as successful as possible.<\/p>\n<blockquote><p><span style=\"color: #46554f;\">\u201cThis type of partnership benefits both officers and community members.\u201d<\/span><\/p><\/blockquote>\n<p>Locating and identifying SMEs for a co-responder program should be done on three different levels: locally, regionally, and nationally. The rationale behind this is to provide a filtering mechanism for the establishment and implementation of best practices. Many evidence-based policing advocates will tell you that \u201cbest practices\u201d shouldn\u2019t be confused with \u201ccommon practices,\u201d which unfortunately occurs at times. However, in addition to providing wider perspectives and access to best practices, establishing a local partner, a regional partner, and a national partner in a co-responder model has other benefits. It opens doors for families and police to more than one layer of practitioners and gives access to the scientists, doctors, and other SMEs for each group. Each layer opens new doors and introduces more people to each other, building a support network with more depth and breadth of experience. The officers are in essence, facilitators of contact who are available 24 hours a day, 7 days a week. By creating co-responder teams, police agencies and their partners are creating new resources for their communities.<\/p>\n<p>As an example, in Mansfield, Massachusetts, the police department has partnered with the Special Education Parents Advisory Council, which represents families of special needs students in the local public school system. Initially, this partnership was intended to help the police better understand the extent and complexity of the community\u2019s special needs populations. From there, however, as the various complexities and challenges faced by these students, parents, and families became better understood, the police department and its partners identified regional organizations to assist in police response and to support families, compiling them into a list of resources that was made available to both the police department and the families. For example, for autism support, the list included local organizations such as the Flutie Foundation and Amego Inc., which helped raise awareness and facilitated connections with families who often felt isolated. The list also includes national advocacy organizations such as Autism Speaks and the National Autism Association. The balance of local and national groups was key because some of the bigger national groups can have pockets of criticism for the group\u2019s mission or values, which the regional and local partnerships can help frame for both officers and the families. This allowed families a voice in affiliation while accounting for any potential criticism.<\/p>\n<figure id=\"attachment_62130\" aria-describedby=\"caption-attachment-62130\" style=\"width: 450px\" class=\"wp-caption alignright\"><img loading=\"lazy\" decoding=\"async\" class=\"wp-image-62130\" src=\"https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/GettyImages-1022168998-300x200.jpg\" alt=\"\" width=\"450\" height=\"300\" srcset=\"https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/GettyImages-1022168998-300x200.jpg 300w, https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/GettyImages-1022168998-1024x683.jpg 1024w, https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/GettyImages-1022168998-768x512.jpg 768w, https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/GettyImages-1022168998-1536x1024.jpg 1536w, https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/GettyImages-1022168998-2048x1365.jpg 2048w, https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/GettyImages-1022168998-272x182.jpg 272w\" sizes=\"auto, (max-width: 450px) 100vw, 450px\" \/><figcaption id=\"caption-attachment-62130\" class=\"wp-caption-text\">Honolulu Police Officer Cody Peer provides a list of shelters to a homeless woman as Hurricane Lane approaches Wakiki beach on August 23, 2018, in Honolulu, Hawaii. (Photo by Kat Wade\/Getty Images.)<\/figcaption><\/figure>\n<p>This type of partnership benefits both officers and community members. It educates the officers to the complexity of the various concerns they may encounter with the special needs populations, teaching them the general concerns and behaviors of various diagnoses, and the police serve as a local, available 24\/7 contact to connect the community with resources, essentially creating a reinforcing loop of communication and resource and service delivery. The partnership also gives officers a resource and SME to consult with on persistent calls for service or calls from parents who are struggling to find help. Something as simple as a pamphlet of listings and phone numbers that families can use to reach out for help can be an excellent engagement tool as well for officers to use in building relationships in the community.<\/p>\n<p>It also establishes a few built-in cultural norms that can help service organizations and police agencies avoid silos and fiefdoms. When creating alliances with organizations, it is important to remember that the goal is to open doors of support for a given family or individual and not to allow a problem to go unaddressed. Although some organizations may have goals that can seem to be in conflict from time to time, it is important to establish at the outset a cooperative and team-based norm with all the organizations. It\u2019s a co-responder program, meaning a team-oriented approach, not a \u201cwe will take it from here\u201d approach. Even if officers do not conduct other policing activities after connecting the families to resources, they should conduct follow-ups with the families to get feedback to help improve the outcomes. At the very least, it lets people know they aren\u2019t alone or forgotten.<\/p>\n<h3><span style=\"color: #0a7e8c;\"><strong>Accountability and Follow-Up<\/strong><\/span><\/h3>\n<p>Where service delivery has been unsuccessful in the past is in its failure to coordinate the various responses and evaluate the effectiveness of the responses. When creating a co-responder program to serve specific groups within the community, it\u2019s important to establish a procedure for follow-up and review. Without the linchpins of local control and accountability, at some point, the model is doomed to fail someone who needs services. There must be some local control and accountability at every level to ensure the desired mission-driven outcomes are achieved.<\/p>\n<p>A great example of where transparency, follow-up, and feedback are working effectively to address such issues is in the Taunton, Massachusetts, regional Community Crisis Intervention Team (CCIT) meetings, which are roundtable discussions that the police department\u2019s Problem-Oriented Policing team engages in to identify crisis interdiction points regionally. The team assesses follow-ups and coordinates them, as well as working with local agencies to coordinate intervention planning in a number of areas. As per CCIT\u2019s website,<\/p>\n<p style=\"padding-left: 40px;\"><em>The mission of the Community Crisis Intervention Team is two-fold. Principally it exists to promote communication and enhance the response of public and private agencies when summoned to intervene with individuals who are mentally ill, developmentally disabled or experiencing trauma in their lives. Secondly, team members are specifically trained and equipped to assist other communities in their quest of identifying the components and collaboration necessary to replicate a similar Community Crisis Intervention Team initiative of their own.<\/em><sup>3<\/sup><\/p>\n<p>By coordinating response among so many agencies, it becomes possible to effectively track progress and assess planning in the future.<\/p>\n<h3><span style=\"color: #0a7e8c;\"><strong>A Customizable Solution<\/strong><\/span><\/h3>\n<p>Essentially, co-responder models can be created to handle various concerns in any community and in various sizes in proportion to the issues the team members are trying to tackle. However, all encounters must be tracked to assess effectiveness and determine if the partnership is capable of improvement. It\u2019s important to ensure wasteful duplication of effort is not occurring. In contrast to previous models, such as \u201cthird-party policing,\u201d which intentionally maintained a degree of separation among the responses of the agencies involved, the co-responder model leans into the idea of a coordinated response, which helps with follow-up.<\/p>\n<aside class=\"pullout alignleft\">IACP Resources<\/p>\n<ul>\n<li>Law Enforcement Engagement with People with Behavioral Health Issues and Developmental Disabilities (report)<\/li>\n<\/ul>\n<p>theIACP.org<\/p>\n<ul>\n<li>\u201cResponding to Incidents Involving Vulnerable Persons with Diverse Special Needs\u201d (article)<\/li>\n<li>\u201cA Look Ahead at Mental Health Response\u201d (article)<\/li>\n<\/ul>\n<p><\/aside>\n<p>Much is being said about \u201creforming police,\u201d and with it, the retraction of police from handling calls for service involving high-risk populations. This is potentially devastating for some communities. Removing police from the equation increases the risk of creating silos, which historically have led to people falling through the cracks between service providers, and the rationing or inefficient overlapping of services. Involving officers at the outset instead of waiting until they are called to respond keeps everyone better informed, alleviates fear born of ignorance or misunderstanding, and builds relationships. Without a multilevel coordinated effort to identify the root causes and engage in problem-solving, the most vulnerable populations in communities will fall victim to systemic failures. Well-run, accountable co-responder models leveraging the resources of private and public institutions are a crucial part of the future of policing and public safety.\u00a0<span style=\"font-family: Webdings;\">d<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><strong>Notes:<\/strong><\/p>\n<p><sup>1<\/sup>Centers\u00a0for Disease Control and Prevention, \u201c<a href=\"https:\/\/www.cdc.gov\/autism\/data-research\/?CDC_AAref_Val=https:\/\/www.cdc.gov\/ncbddd\/autism\/data.html\">Data &amp; Statistics on Autism Spectrum Disorder<\/a>,\u201d September 25, 2020.<\/p>\n<p><sup>2<\/sup>IACP,\u00a0\u201c<a href=\"https:\/\/www.theiacp.org\/projects\/one-mind-campaign\">One Mind Campaign<\/a>.\u201d<\/p>\n<p><sup>3<\/sup>CCIT\u00a0Taunton, \u201c<a href=\"https:\/\/ccittauntonma.weebly.com\/\">CCIT Taunton Statement of Mission<\/a>.\u201d<\/p>\n<p>&nbsp;<\/p>\n<aside class=\"pullout pullout--wide alignleft\"><\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignleft wp-image-62134\" src=\"https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/Sellon-2-288x300.jpg\" alt=\"\" width=\"170\" height=\"177\" srcset=\"https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/Sellon-2-288x300.jpg 288w, https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/Sellon-2-982x1024.jpg 982w, https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/Sellon-2-768x801.jpg 768w, https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/Sellon-2-1472x1536.jpg 1472w, https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/Sellon-2-1963x2048.jpg 1963w, https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/Sellon-2.jpg 2038w\" sizes=\"auto, (max-width: 170px) 100vw, 170px\" \/><big><strong>Ronald Sellon<\/strong> is the police chief for the town of Mansfield, Massachusetts. He is a military veteran and a licensed attorney. He is a board member of the Bristol County Police Chiefs Association, first vice president of the Metropolitan Law Enforcement Council, and vice president-treasurer of the IACP.<\/big><\/aside>\n<p>&nbsp;<\/p>\n<p>Please cite as<\/p>\n<p style=\"padding-left: 40px;\">Ronald Sellon, \u201cProactively Serving High-Risk Populations: Building Successful Co-Responder Models,\u201d <em>Police Chief<\/em> 88, no. 4 (April 2021): 54\u201357.<\/p>\n<p>&nbsp;<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Autism. Williams syndrome. Alzheimer\u2019s. Schizophrenia. These terms are often scary to any neurotypical police officer or layperson who has never personally encountered a person with one or more of these disorders. But it\u2019s important to remember that they are even scarier to the person diagnosed with these or similar conditions and to the parents or other family members who have to confront them for the first time. The thing that all those conditions (along with many others) have in common is their impact on loved ones as a result of the complications they add to their lifestyle and the already delicate human condition.<\/p>\n<p>Having a close family member who has developmental disabilities or mental illness can be a heavy weight. It is a tug on the consciousness that is ever-present, blurring the looking glass into the future of their loved ones, and an ongoing state of heightened stress from moment to moment as they worry over the person\u2019s the ability to complete tasks that would otherwise be second nature to neurotypical people.<\/p>\n<p>As any parent can attest, it\u2019s quite natural to worry about one\u2019s children or siblings. But it is quite another thing to have the deeply rooted level of anxiety that constantly haunts people who care for family members with developmental disabilities or mental illness. As caretakers for their communities, one of law enforcement\u2019s many jobs is to develop a deep understanding for these families to help assuage their anxieties and provide a hand to help them before their challenges become emergencies.<\/p>\n","protected":false},"author":4042,"featured_media":62128,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[140],"tags":[1115,1810,1832,226],"class_list":["post-62127","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-mental-health","tag-autism","tag-co-responder-model","tag-high-risk","tag-mental-health"],"acf":{"subtitle":"Building Successful Co-Responder Models","post_author":"Ronald Sellon, Chief, Mansfield Police Department, Massachusetts","main_category":"Mental Health","legacy_article_id":"","legacy_issue_id":""},"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v24.4 (Yoast SEO v24.5) - 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