THE WHO, WHAT, AND HOW OF INTERAGENCY CRIMINAL JUSTICE-BEHAVIORAL HEALTH TEAMS: Developing and Sustaining Collaborations.

Abstract

Interagency teams are considered an evidence-based change practice, but there is a paucity of research examining them in criminal justice (CJ) and behavioral health (BH) reform contexts. This study draws on qualitative interviews (n = 52) and survey data (n = 791) from BH and CJ leaders across the United States to examine who is on them, what they do, and effective strategies for building and sustaining them. Findings indicated that CJ-BH interagency teams often incorporate agencies from a range of CJ, BH, social service, and health agencies. Teamwork focused on connecting clients to resources or contributing to CJ-BH coalitions and resource centers. Although the team-building strategies learning about/from other agencies and system integration were significantly associated with developing more collaborations, consensus-building activities were not. These findings suggest that interagency teams need not necessarily reach consensus on goals and vision prior to working together, as this can be built through collaboration.