Beyond police crisis intervention: Moving “upstream” to manage cases and places of behavioral health vulnerability

Law enforcement officers continue to serve on the front lines as mental health interventionists, and as such have been subject to a wave of “first generation” reform designed to enhance their crisis response capabilities. Yet, this focus on crisis intervention has not answered recent calls to move “upstream” and bolster early intervention in the name of long-term recovery. This paper reports on findings from an action research project in Philadelphia aimed at exploring opportunities for enhanced upstream engagement. Study methods include spatial analyses of police mental health transportations from an eight year period (2004–2011) and qualitative data from twenty-three “framing conversations” with partners and other stakeholders, seven focus groups with police and outreach workers, five key informant interviews as well as document reviews of the service delivery system in Philadelphia. Recommendations include the need to move beyond a focus on what police can do to a wider conception of city agencies and business stakeholders who can influence vulnerable people and vulnerable spaces of the city. We argue for the need to develop shared principles and rules of engagement that clarify roles and stipulate how best to enlist city resources in a range of circumstances. Since issues of mental health, substance use and disorder are so tightly coupled, we stress the importance of establishing a data-driven approach to crime and disorder reduction in areas of the city we term “hotspots of vulnerability”. In line with a recovery philosophy, such an approach should reduce opportunities for anti-social behavior among the “dually labeled” in ways consistent with “procedural justice”. Furthermore, crime and disorder data flowing from police and security to behavioral health analysts could contribute to a more focused case management of “repeat utilizers” across the two systems. Our central argument is that a twin emphasis on “case management” and “place management” may provide the pillars needed to move upstream and strengthen interventions along a continuum of engagement.     

Employer–employee relationships at Lonmin Platinum: A developing South African perspective

Abstract

More than ever, companies are confronted with the importance of developing and maintaining relationships with their strategic stakeholders, such as employees. These relationships should be aimed at balancing the interests of the company with the interests of said stakeholders. Managing relationships with stakeholders is difficult in itself and even more so within the complex context of the South African mining industry. The aim of this article is to determine guidelines that could be used to ascertain employer–employee relationship type and relationship quality in the mining sector. In 2004, a quantitative questionnaire survey was conducted with a stratified quota sample of 508 company employees as part of a commissioned stakeholder perception survey. In addition, qualitative focus-group sessions were conducted to contextualise and clarify the quantitative results. The research indicated that the employer–employee relationship at Lonmin Platinum could be classified as an exchange, rather than a communal relationship. Employees generally perceived the quality of their relationship with the company in a negative way. Employees from all job levels had low levels of trust in the company. This study contributes to a growing body of research aimed at trying to understand the nature of employer–employee relations within large companies in a developing society, where companies are faced with the challenge of communicating to and managing diverse workforces.     

Canada's views on North‐South negotiations

This article assesses the recent embrace of the concept 'civil society' within development discourses, both conceptually and in the context of the construction of civil society in El Salvador. It challenges the tendency to generalise about civil society, warning against its glorification as a panacea. In a critique of the liberal approach to civil society, commonly used among international agencies, the discussion highlights how civil society organisations in El Salvador are fragmented politically, socially, but also geographically. Furthermore, civil society is not a unified entity with its constituent organisations working towards common goals. Nor may it be created or imposed from above by governments or donors. Instead it comprises a diverse range of competing groups grounded in different historical, political and geographical circumstances. While it is suggested that fostering civil society is a useful aspiration, it is essential that the concept also be recognised as contested.     

Socrates in Aotearoa: teaching restorative justice in New Zealand

Much introductory material on restorative justice presents the subject from an idealistic point of view, in which assertions of its ethical superiority and advantages over retributive justice systems frequently go unchallenged. In New Zealand, this problem is particularly pronounced, as there is often a naïve acceptance that restorative justice is more culturally appropriate for offenders and victims with indigenous backgrounds. This article argues for a more nuanced approach to the teaching of restorative justice, using critical investigation of claims concerning its efficacy and examination of its problems in order to explore its promises and realities. One possibility for such an approach is the use of the Socratic Method, a teaching method with a demonstrated ability to engage students and foster critical thinking, but one that has also received criticism for its ability to intimidate and demean students. This method is widely used in law schools, but much less so in the social sciences. This article explores the use of this method in a New Zealand university class on restorative justice, examining both student perceptions of the use of the Socratic Method, as well as the efficacy of this approach in terms of knowledge retention and critical engagement.