Corrections_Today_May_June_2023_Vol.85_No.3

■ MANAGEMENT

Implementing Intelligence-led Corrections in a correctional agency Implementing intelligence-led corrections (ILC) in a correctional agency requires a comprehensive approach that addresses both technological and organizational factors. Suggested steps to implementing an intelligence component in an agency include the need to develop a clear understanding of the agency’s current operations, strengths and weaknesses. To effectively implement ILC, correctional agencies must first conduct a needs assessment to identify areas where ILC could have the most significant impact. This assessment should include a review of the agency’s current operations, strengths and weaknesses, as well as an analysis of the types of intelligence the agency needs to gather, analyze and disseminate (Laycock, 2007). The agency must also develop a comprehensive intelligence strategy. Once the needs assessment is complete, correctional agencies should develop a comprehensive intelligence strategy that outlines the tools and processes required to support ILC effectively. This strategy should identify the types of intelligence the agency needs to gather, analyze and disseminate, as well as the technologies required to support these activities (Vidmar & Ares, 2020). Thirdly, data analytics infrastructure must be developed. To sup port ILC effectively, correctional agencies must develop a data analytics infrastructure that includes the tools and technologies required to analyze large volumes of data, as well as the staff with the necessary expertise to use these tools effectively. This infrastructure should include both technological tools such as data manage ment systems and analytical tools such as predictive analytics software (Higgins & Akers, 2017). To ensure correctional agency staff can effectively leverage ILC, agencies must provide staff with the training required to understand the value of ILC and to use the tools and processes required to support ILC effectively. This training should include an overview of ILC principles and practices, as well as hands-on training in the use of analytical tools and data management systems (Lay cock, 2007). The value of experienced staff to evaluate the information can not be overlooked, there may be underlying issues the data may not measure but the staff person may be able to provide detailed knowledge for the intelligence report.

Intelligence reports are only useful if provided to the right stakeholders, this may include internal and external personnel which would be dictated by the information being obtained. Agencies must establish a culture of information sharing. To effectively imple ment ILC, correctional agencies must establish a culture of information sharing that enables staff to collaborate effectively and share information across departments. This culture should emphasize the importance of shar ing intelligence to support proactive decision-making and risk mitigation (Vidmar & Ares, 2020). Finally, the need to continually improve processes and the intel ligence product requires an agency to continuously evaluate and refine the ILC program. Correctional agencies should continuously evaluate the effectiveness of their ILC program and adjust as necessary to ensure the program is meeting its objectives. This evaluation should include an analysis of the types of intelligence that are most valuable to the agency, as well as an assessment of the effectiveness of the data analytics infrastructure and training programs (Higgins & Akers, 2017). Implementing ILC in a correctional agency requires a comprehensive approach that ad dresses both technological and organizational factors. Correctional agencies can use the steps outlined in this section to develop an effective ILC program that enhances security, improves resource allocation and supports rehabilitation efforts.

istock/designer491

36 — May/June 2023 Corrections Today