Topic: Community Engagement

December 3 is International Day of Persons with Disabilities. So, we spoke to leaders working in the area involved with the MacArthur Foundation’s Safety and Justice Challenge (SJC) about what needs to change, and where there has been progress.

(From left to right: Chris Huff, Supreet Minhas, Candace Coleman and Jalyn Radzminski).

Chris Huff (he/him) is Diversion and Reentry Policy Analyst at Access Living—a center of service, advocacy, and social change for people with all kinds of disabilities, based in Chicago. In this role, Chris leads policy efforts centered on supporting people with disabilities impacted by the criminal justice system.

“I think we’re at an all-time high, right now, in terms of putting people with lived experience of disability and the justice system in the position to advocate for the changes that we need,” he said. “And I’m encouraged by that.”

The most discouraging part of his work is the lack of engagement and support from the law enforcement community to address the issue of working with people with disabilities. Oftentimes contact with law enforcement is a person’s first entry into the criminal justice system.

“To me, the root of these issues is that the system is not designed or intended to support people, but rather punish them,” he said. “Two thirds of survivors of crime say they prefer a system focused on rehabilitation than punishment, but we continue to run the system with that outdated mindset.”

When bringing up the idea of working to make the system more supportive of people with disabilities, Chris says he has been frustrated with responses that do not see that as part of the role of the criminal justice system.

“Even collecting data on people requires a level of clinical or social work-type training to be able to ask the questions in a proper way, to identify disabilities without being invasive or intrusive,” he said. “But to make that happen we need to have a sincere and aggressive interest in making it happen by law enforcement. And we’re not there yet.”

It matters to Chris to focus on more support and rehabilitation for people with disabilities in the criminal justice system because it is about unleashing more potential. Instead of focusing on people as potential risks, we should focus on their potential strengths, Chris said.

“To me this is really about helping America reach its full potential and living up to the high ideals we set forth at the creation of this country,” he said. “Without addressing the inequities created from the criminal justice system, there’s no way we can have a society where folks are fully free and have equal opportunity.”

Supreet Minhas (she/her) is a Senior Program Associate with Activating Change—a national nonprofit working to end victimization and incarceration of people with disabilities and Deaf people in the United States. Activating Change launched in 2022, but its work began in 2005 as a project of the Vera Institute of Justice. Activating Change launched as an independent nonprofit to increase the visibility of the justice issues people with disabilities and Deaf people face and to have a greater impact on ending those injustices. The organization is a Strategic Ally in the Safety and Justice Challenge.

“Criminal justice reform cannot take place equitably without accounting for the millions of people with disabilities ensnared in the system,” Supreet said. “Centering disability justice is essential to understanding and eliminating mass incarceration.”

Supreet helps organizations to understand how ableism and racism intersect. For example, 30-50% of people killed by police are people of color with disabilities. 40% of people in jail have at least one disability.

“The most vexing part of this work is continually being confronted with ableism and its pervasiveness in our society,” she said. “The Americans with Disabilities Act was passed 32 years ago but people with disabilities and Deaf people continue to be routinely denied access to accommodations like sign language interpretation.”

The criminal justice movement is decades behind in addressing ableism, especially in comparison to progress being made toward tackling sexism or racism, Supreet said. The omission of disability in the broader equity framework, has upheld and perpetuated structural barriers. People with disabilities are systematically excluded from having a part in crafting policies or making decisions—from being “at the table.” And there are myriad barriers for someone with a disability to even be at the table, from not being deemed worthy enough to warrant an invitation to the table itself being inaccessible. The impact of these challenges is borne out by the data on disability disparities, which shows that people with disabilities and Deaf people make up disproportionately high percentages of justice-involved individuals.

The “invisibilization” of people with disabilities has always been one of the most formidable challenges facing us, going all the way back to people with disabilities being excluded from ancient societies (e.g., leper colonies), then institutionalization in the modern era, and present-day mass incarceration. Most people do not want to talk or think about disability issues unless they are directly impacted—it’s a ‘problem’ for “others,” Supreet said.

“Even within the criminal justice reform field, the majority of organizations working to advance equity in the criminal legal system are not even considering disability justice in their approach, much less centering it,” Supreet said. “Disability is perceived as a complex, thorny issue best left to be worked on by disability-specific organizations in silos. However, until we all realize that justice and fairness for all cannot be achieved without intentionally considering people with disabilities and including them at policymaking tables, disability disparities will worsen, and we will have two separate, unequal tiers of justice.”

One of the biggest hurdles to improving outcomes for people with disabilities and Deaf people and achieving an equitable criminal legal system is that these two goals have been disconnected from one another, Supreet said. “The movements and organizations striving for these respective goals have been working in silos. This must change.”

Candace Coleman (she/her) is a Black disabled woman from the South Side of Chicago. As a Racial Justice Organizer at Access Living she works closely with disabled people affected by the justice system to organize around racial justice and disability. Candace’s most notable work involves organizing around mental and behavioral health emergency response. She played an integral in passing the Community Emergency Services and Supports Act in 2021—paving the way for Chicago’s 988 service. She continues to work diligently to implement non-police alternatives to emergency response in these situations.

Candace said a major area of her focus, right now, is the absence of accurate data about people with disabilities in the jail system.

“I’m encouraged by the work we’ve done over recent years to put people with lived experience at the center of decision-making, but if anything that has highlighted how little we did it in the past, and we’re really building the lane for people to participate,” she said. “Meanwhile, we’re doing that with very little data collection about people with disabilities who are in the system. If we don’t even have accurate numbers to reflect the scale of the issue, how can we move forward to help solve it?”

Recent focus on behavioral health and mental health issues has continued to marginalize other disabilities from the criminal justice reform conversation, Candace said.

“We’re not tracking people with cognitive disabilities, we’re not tracking people who are visually impaired, people who are Deaf, people who require physical accommodations and accessibility,” she said. “It’s just not been a priority to track such people. And without it being a priority, we can’t make progress.”

“We need to move towards supporting people as they come out of the system,” she said. “It means we need to identify people with disabilities who come into the system so that we can provide the programs and support they need when they come out of jail, or we fail.”

Jalyn Radziminski (they/she) is a Black and Japanese Disability activist from Indiana. Jalyn is the Communications Manager & Lived Experience Advocate at Bazelon Center for Mental Health Law and an Evening Student at Fordham School of Law. Jalyn builds coalitions to support the work of other peers with lived experiences of Jalyn also works on campaigns that promote community-based mental health supports.

“We’re trying to reduce the chances of people going through involuntary commitment and police response to a mental health crisis,” Jalyn said. “A lot of grassroots leaders and legal advocates are starting to understand that the mental health system and the criminal legal system are intertwined. I’m working to keep people out of both.”

“One of the major challenges of the new 988 numbers around the country, is how they can lead to these undesired outcomes. People may call these sort of hotlines in distress, and before they know it, the police might show up at their door. People are scared that if they say the wrong thing, then the police will come,” they said. “It’s surprisingly easy for people to fall into a loophole of a police encounter and then before long, there’s involuntary commitment or incarceration”

Despite community-based models operating successfully since at least the 1970s, the majority of mental health research cites involuntary psychiatric-based treatment and response methods. There are many barriers for people of color with disabilities to have their work funded and published. The data from community-based perspectives is often lacking and this feeds into the lack of published research on community-based models of mental health treatment, Jalyn said.

“I’m working to push academia to bring these alternative models into the research field,” they said. “One of my proudest moments is recently receiving a competitive research grant for a joint-research project between the Bazelon Center, Mental Health America, and the University of Pittsburgh to help study the disparities of that research while uplifting peer voices.” Projects like these are just the start of a larger push to better collect and analyze data on community-based models and compare their success rates to the mainstream involuntary, incarceral responses.

“Investment is a major challenge, too,” they said. “A lot of the time policymakers think simple reform will fix some of the issues but you’ve got to invest in peer-led models. Underinvestment can lead to short-staffing, and there’s a domino effect.”

Jalyn cited the Kiva Center’s Karaya Peer Respite as a great example of successful peer-led respite program with a mobile team. They also pointed to the Promise Resource Center in North Carolina. “These home-like models give people somewhere to go where they can get rest and reflection when they’re experiencing emotional distress,” Jalyn said. “They support people through crisis to find healing.”

“The more we uplift peer networks and lived-experience-led approaches, and the more we push back in our voices from the policy to on-the-ground level, we’ll start to have better ways of preventing these issues from happening over and over again,” they said. “It’s long overdue to move away from these models and on to something new.”

November is Native American Heritage month. It gives a platform for Native people in the United States of America to share our culture, traditions, music, crafts, dance, and ways and concepts of life. It’s also an appropriate time to highlight the overrepresentation of Indigenous people in jails across the country while actively pursuing solutions. Some estimates suggest that Indigenous people are jailed at twice the rate of White people in the U.S. In the past, people in communities participating in the MacArthur Foundation’s Safety and Justice Challenge (SJC) have spoken about how to address the disparity.

This blog is about a recent trip I took to Pima County, Arizona, from Minnehaha County in South Dakota to see how Pima County’s SJC initiative is working with the community to reduce incarceration and improve health outcomes.

I’m Executive Director of South Dakota Urban Indian Health (SDUIH), which recently joined Minnehaha County’s SJC team in 2021. We provide support for our Native American relatives impacted by the justice system. SDUIH is one of 41 Urban Indian Health Programs that operate under a Title V contract with the Indian Health Service to provide medical, behavioral health, and cultural health services to Natives living in urban settings throughout the country. We are also a 501c3 non-profit and able to pursue initiatives, grants, and programs specific to the communities we operate within, such as joining Minnehaha County’s SJC work. South Dakota is home to nine tribal nations, which make up part of the larger Oceti Sakowin (Seven Council Fires).

Through my work with SJC, I am also part of the Wičhóyaŋke Network (WN), a convening of Indigenous leaders from both community and criminal justice systems. WN’s mission is to identify Indigenous community-led solutions and strategies that have successfully helped in lowering or eliminating racial disparities in community criminal justice systems related to the incarceration of Indigenous people, with the ultimate goal of disseminating that information for Indigenous communities nationwide to assist in Indigenous-led efforts to eliminate racial disparities.

Last week, I visited Tucson, AZ to see how Pima County’s SJC is working with the community to reduce incarceration and improve health outcomes. I was also able to visit and meet with leaders at the Tucson Indian Center during the same week, giving me the ability to see SJC work from both the systems perspective and from the perspective of the Native community in Pima County.

Tucson has two major tribal nations nearby, the Tohono O’odham and Pascua Yaqui. I visited both communities and met with tribal members to discuss the justice system. I visited the San Xavier Mission Market where local tribal food vendors set up and, of course, sampled some southwest style frybread (yum!) and browsed the jewelry vendors nearby. Both tribal communities have an abundance of programs and services available to Native relatives in the Tucson area.

During my visit, I saw an obvious desire for both the criminal justice systems players and community members to decrease jail populations and improve substance use and mental health services for Native people in their community. However, I also observed that the two groups seemed disconnected in their approaches toward their shared goals. This isn’t unique to Pima County, and it was somewhat comforting to know this problem exists beyond Minnehaha County. The criminal justice system folks were unaware of the existing programs and work within Native communities, and the Native community leaders had several questions about SJC programming. This prompted thoughts examining the root cause behind the prevalence of this problem for so many communities.

People representing and working within the courts, police departments, etc. often don’t understand why Native people aren’t represented in conversations identifying solutions for the Native community. The difficult truth is that the spaces where these conversations are taking place weren’t made for us, and often our thoughts and concerns are dismissed or met with hostility when we try to contribute.

We had a discussion within Wičhóyaŋke Network about the things we’ve all had to give up to be part of this work, and why it’s so hard to continue working with our criminal justice system counterparts. As Native leaders, we have to set aside or ignore so many pieces of ourselves to have a seat at the table of this work: the tears that come to my eyes in these meetings when I think of the hurt caused by these systems and feeling like a traitor; the endless questions I ask myself wondering whether I’m part of the problem because I’m sitting in these rooms. It’s hard to be the only one in these meetings asking, “How does this impact the Native community?” or “What does the data show for the Native community?” And while it is exhausting, I realize that if I’m not there, those questions won’t get asked—no one else will make uncomfortable statements about how we’re failing our Native relatives.

At the recent SJC convening in Atlanta, I was able to discuss these same things with relatives from San Francisco. I was comforted by the realization that many working on this project face these same feelings and have had to make these same concessions to improve the systems that have torn our communities apart. As Native people, it’s often easy to ignore the invitation or stay silent during the meetings because we don’t know where our voices fit. It’s often the safest thing to do but without our notable presence and hard questions, this work won’t lead to the change we need so our relatives can heal.

The visit to Pima County was incredibly meaningful and gave me insight into how to move forward with the Wičhóyaŋke Network, as well as a clearer vision for SDUIH’s place in Minnehaha County’s SJC work. Wopida tanka (many thanks)!

The National Association of Counties, in partnership with the National Criminal Justice Association and with support from the Bureau of Justice Assistance, has released a toolkit for counties interested in addressing racial and ethnic disparities in the criminal legal system through grantmaking. The toolkit outlines eight principles, developed by a working group of county stakeholders, state administering agency representatives, and community-led organization leaders, to help enhance equity in the criminal legal system. It features several communities participating in the Safety and Justice Challenge (SJC) that are undertaking initiatives such as grants to community-led organizations.

More information about the toolkit is found here.

County governments play an important role in funding programs and services that support the well-being of community members. With this budget authority, county governments have a unique opportunity to invest in community-led organizations that often provide critical services and supports to communities underserved by social service systems and overrepresented in the justice system. By strategically investing in and partnering with such organizations, counties are also working to close these gaps to correct for historic disinvestment that has led to racial and ethnic disparities in the criminal legal system. To achieve this goal, counties can help ensure equitable access to funding opportunities and minimize barriers to implementation of grant-funded programs and services.

When deploying resources and managing implementation of programs or policies, county leaders pursuing equity in procurement and grantmaking may choose to guide their decision making with the following guiding principles in mind: Trust, Transparency, Community, Fairness, Intentional Access & Inclusion, Support, Creativity, and Joint Accountability.

These guiding principles are supported by several strategies and practices counties can implement to bring them to life and demonstrate a commitment to equity in our communities. Some examples of SJC communities, drawn from the toolkit, include:

Building Trust in Lucas County, Ohio

Trusting partnerships can open lines of communication, encourage a willingness to innovate, and create opportunities for mutual respect. To help build trust with community-led organizations, counties can invest in the capacity and expertise of community leadership, anchor the relationship in a common goal, reject the funder/recipient power dynamic that can stifle relationships, and learn from and listen to one another as partners.

In Lucas County, Ohio, commissioners dedicated $200,000 to community-led organizations engaging in criminal justice reform efforts and addressing racial disparities. The grant fund provides awards of up to $10,000 to grassroot organizations working in four zip codes. The county’s Criminal Justice Coordinating Council (CJCC) also administers federal criminal and juvenile justice funds on behalf of the state, to allow for greater flexibility while continuing to provide oversight and technical assistance.

Advancing Joint Accountability in Cook County, Illinois

As stewards of public dollars, government funders and community-led organizations play a critical role in responding to and serving community members’ needs. Prioritizing intentional investments in communities traditionally left out of the funding process, communicating funder expectations, committing to sharing data, and building a working relationship with continued communication and support can help counties work towards joint accountability.

Cook County, Illinois launched a 50-member taskforce to advise on the county’s strategic investments. One of the grant programs invests in community-led organizations that serve areas with disproportionately high rates of gun violence. Tiered funding tracks with staggered deadlines provide organizations that may have smaller budgets and/or grant writing capacity with time to submit strong applications and be evaluated among similarly situated organizations. The grant funding is provided on a quarterly basis, rather than a reimbursement, and grantees may request a funding advance. Organizations that are led by, support, or employ community members with criminal convictions are not barred from applying on that basis.

Enhancing Fairness in Multnomah County, Oregon

Implementing new processes to enhance fairness in the types of organizations funded and how these funds are administered will help improve access and equity. Strategies to advance fairness include training staff to recognize and address personal and organizational biases, promote practices that allow grantees to contribute to the grantmaking process, raise up champions, and not lower the bar but raise the platform.

Leaders in Multnomah County, Oregon evaluated county investments to fund programs that address the underlying drivers of harmful behavior and uplift communities of color.  The county expanded the Community Healing Initiative that invests resources in community-based partnerships to support youth and families. The program deploys culturally specific services and provides direct relief such as rent, utilities, and internet access. To support smaller and emerging organizations, the county is piloting an initiative to provide 13 months of funding for year-long projects to jumpstart their programming with resources.

Promoting Intentional Access and Inclusion in Philadelphia, Pennsylvania

Aligning resources with equity goals and removing barriers to participation and use of funding will expand and diversify grantee opportunities and potential relationships. By considering the structure and level of funding, allowing for various entry points, evaluating needed changes in the application process and components, and measuring and broadening success, counties can support access and inclusion for all potential grantees.

The Criminal Justice Microgrant Fund in Philadelphia, Pennsylvania provides resources to community-led organizations engaged in innovative criminal justice reform efforts. Funding can be used to support communities disproportionately impacted by the criminal legal system or provide services to residents who are involved in the system. Organizations led by people of color may also seek general operating support.

Honoring and Uplifting Creativity in Los Angeles County, California

While working within the confines of funding rules and requirements may pose challenges, it can be beneficial to evaluate and revise processes. Honoring and uplifting creativity and innovation, through learning, sharing, and evolving beyond the status quo and utilizing the tools, discretion, and flexibility available to counties, can help to challenge and expand standard practices to work for both sides of the grantmaking equation more effectively.

Residents of Los Angeles County, California approved Measure J in 2020 to dedicate no less than 10 percent of the county’s locally generated, unrestricted funding to community investments that address the disproportionate impact of racial injustice. The county established a 24-member committee that can garner community input and project recommendations through an online form, in both English and Spanish. A community-based, third-party administrator and a community engagement consultant ensure diverse community voices are elevated and incorporated into the decision-making process.

Offering Support in Milwaukee County, Wisconsin

Providing an infrastructure of support and resources for community-led organizations, particularly those new to applying for and/or receiving government funding, can help successfully manage funds. To expand support, counties can provide culturally and socially responsive training, technical assistance, and coaching, invest in funder internal capacity, and engage in intermediaries.

Milwaukee County, Wisconsin’s Community Justice Council is providing grants of $34,500 to each of four grassroots organizations working to reduce or prevent criminal legal system involvement, promote racial equity and engage the community. To support applications, the Community Justice Council sponsored a community grant writing training, hosted an optional information session prior to the submission deadline and published the scoring rubric. During the grant period, grantees are required to attend a new grantee orientation and meetings to discuss expectations, support grant administration and offer connections among the group. A local university serves as the fiscal agent to help grantees meet reporting requirements and disperse funds more quickly.

Improving Transparency in Dane County, Wisconsin

Publishing and sharing materials and decisions often contributes to increased buy-in, accountability and mutual understanding. By prioritizing an open and ongoing commitment to share information in a timely and helpful manner, announcing the process surrounding decision making and personnel/advisors involved, and communicating the purpose of data-collection efforts and results, counties can improve transparency.

Via working group recommendations in Dane County, Wisconsin, county leaders developed the Partners in Equity Grant Program to fund grassroots organizations that aim to reduce legal system involvement and address systemic racial inequities. Organizations can apply for up to $15,000 in funding. Additionally, the county requested an external evaluation of grantmaking policies and practices to enhance racial and social equity across departments.

The Opportunity for Counties

This equity toolkit, and the principles and strategies outlined within, can assist counties to reflect on grantmaking processes to administer funds more equitably and for greater impact. Capitalizing on national momentum to address and reduce racial and ethnic disparities in the criminal legal system, counties can find critical partners and trustees in community-led organizations.

As I step down from a Safety and Justice Challenge role I’ve served in since 2015, I’m proud of what we achieved together in Charleston, SC and hopeful for the future of justice reform. I am optimistic the progress can provide a path for other communities to sustainably improve their local systems while safely reducing the misuse and overuse of jails.

As reported in our 2021 Annual Report, Charleston County’s local jail population was reduced 40 percent from our initial baseline in 2014 to 2021. Municipal and Magistrate charges booked into our jail were cut by 80 percent. The rate of local bookings among our adult population decreased by 67 percent. The rate of local bookings among Black adults decreased from 178 per 1,000 Black adults to 58. The number of unique individuals repeatedly cycling through our jail, most often on lower-level charges, decreased by 71 percent. At the same time, Circuit Court charges booked into our jail kept steady and our crime trends remained similar to that in the rest of our state–which did not enact our reforms. We now have even more refined data and expertise to lead the way forward in making our local system more effective, equitable and efficient.

Those results have not happened by accident. They are the result of intentional data-guided collaborations between diverse stakeholders in Charleston, from executives leading agencies within the system to diverse members of our community. We came together, cutting across lines of responsibility and power, to objectively look at how our system was serving all of us and found sustainable ways to do more good than harm. We made it better by forming a Criminal Justice Coordinating Council (CJCC), assuming nothing, rethinking expectations, and continually using data to guide us. While there is more work to be done, the CJCC’s efforts moving forward will continue to be focused and intentional. For instance, the evidence-base is clearly pointing the way forward to reducing the time from arrest to disposition and improving pretrial outcomes.

Before joining the SJC I experienced the gap between what jurisdictions and/or independent justice system agencies were trying to do with reform measures and what was happening on the ground in local communities. If you have seen my TEDx talk you know my journey led me from experiencing the system first-hand, to working on the front lines in probation and parole, to working within organizations and legislative spaces trying to bring about greater alignment between what the research shows works and what actually happens, day-in and day-out.

Wherever I was working in the country, the gap between intentions for reform, and what was happening on the ground, persisted. It was natural because change is challenging. The challenges are also exacerbated by the constant barrage of hot button issues in the news. I found that jurisdictions often whacked one mole on the road to reform, only to find another mole pop up. It was disorienting and exhausting. I’d had enough of the reactive whack-a-mole approach and wanted to take a more proactive and sustainable localized approach to reform.

I came to realize if I really wanted to help make a system work better for the families and communities it served, I had to go local, and it had to be done with a collective body of system leaders and representatives of the community they served. I was convinced if we singularly focused our reform efforts on pulling one policy lever or another, or focused too much on one decision-maker or another, reforms would continue to come up short. To truly reform the system, we had to focus on the whole system.

Every decision-maker in the “system” and every decision mattered. Together, we could form a CJCC, assess how our system was working, set specific goals, and measure progress against those goals. After a lot of reflection, I came up with my dream job. I wanted to work hand-in-hand with local system actors and the communities they served. I wanted to form a CJCC, to use data to ground the dialogue, and to look beyond the next mole that pops up. While I was convinced this had to be the way forward, there were not many others willing to give it a shot, and there were no staffed CJCCs in South Carolina.

Then along came MacArthur’s Safety and Justice Challenge (SJC). When it launched, I stepped up to serve as a volunteer in Charleston alongside some brave early adopters. Together, we eventually formed the Charleston CJCC.  We challenged one another, learned from each other, and became one of the first communities to join SJC. Over the last seven years, our CJCC has grown. It went from a scrappy startup to a mainstay in the community leading the way for others. While we remain the only community from South Carolina in the SJC, additional CJCCs are forming across the state. The collaborative, data-guided work of our CJCC is also contributing to the development of the first-ever national standards for CJCCs.

My vision is to see this kind of transformation take place across the country. There are roughly 3,000 counties across America and many of them lack the kind of sustained data-guided collaboration we have managed to pull together in Charleston and across many SJC cities and counties. Every community can and should have a high-functioning CJCC that brings diverse stakeholders together to look at its data, to see how its system is functioning, set specific goals, monitor their progress, and make it happen. Inevitably, the data will point to inefficiencies and inequities and countless stories of harms done. The data will also point to a number of opportunities to do more good than harm. I implore anyone reading this to be on the lookout for the forthcoming CJCC national standards published by the National Institute of Corrections in conjunction with the National Network of CJCCs and to strive to live them out.

As criminal justice reforms continue to evolve, I urge my colleagues to embrace data and constructive dialogue as their guide, stay focused on what makes their community safer and more just, and keep coming together. CJCC’s provide a sustainable forum for us all to demand collective accountability from the entire system and foster the learning environment necessary to make it happen.

Personally, it has been a challenging and rewarding experience to get to live out this journey, and I am excited for the continued efforts of the Charleston CJCC and CJCCs across the country. Meanwhile, I am also a mother who feels like time is moving way too fast. So, I am about to embark on my next journey to spend more time with my kids. For now, I am taking a step back from full-time work before that brief window of childhood closes and the next chapter opens.

I wish my colleagues at SJC sites across the country continued success as we continue to collaborate locally and across the country to do more good than harm.