While the benefits of justice integration lie in your vision of the future, the cost and effort of getting there represent the difference between your current situation and that ideal future. For this reason, it is important to describe how things work today. If the stakeholders you are trying to persuade believe the current state of affairs is better than it really is, then you are much less likely to convince them to invest in significant change. In your analysis of the current situation, you must paint an unvarnished picture of today's reality so stakeholders will appreciate the need for change-and the consequences of doing nothing.

A well-crafted process model or description helps you discover, document, and explain why "bottle necks" and gaps exist and where duplication of effort occurs in current operations. It can also raise awareness about the dependencies among agencies.

The business process can be thought of as a multi-layered map. Initially you will want to show an overview of each organization's operations and how they do (or don't) interact. You could call this the 40,000-foot view. This high-level map will likely show you key problems and opportunities for improvement. You will then need a much more detailed map that represents a ground level view of those operations that seem most likely to benefit from integrative action. You can then go on to develop specific objectives, strategies, performance indicators, and other action plans to take advantage of those opportunities.

The Central Park police precinct in New York City decided recently to implement an Automated Fingerprinting Identification System (AFIS), but discovered that the available electrical output was inadequate to run the system. They solved this problem by buying their own power generation system that actually produces enough electricity to make the precinct a supplier to others in the area. While this example is unusual, it makes a strong point that infrastructure matters. Existing hardware, software, systems, networks, and physical facilities constitute the baseline infrastructure for integration. This infrastructure can be one of your biggest assets in creating an integrated system or one of your biggest problems. Most jurisdictions have at least some of the building blocks already in place: wireless communication networks, computers, Internet access, and adequately trained staff to carry out integration initiatives. Many, however, do not have these resources and many more have widely varying and incompatible types of software and equipment.

Your infrastructure analysis needs to assess the current capabilities of, and compatabilities among, all the organizations that are likely to participate in integration initiatives. Then compare these to some likely standards that will allow all to participate fully. The analysis should include attention to such issues as adequacy and compatibility of network connections and bandwidth, capacity for expansion and modernization, and physical facilities.

Mechanisms to improve information sharing for public safety have been appearing at all levels of the justice community over the last few years. Some are comprehensive efforts, but many more are partial integration projects set up in response to a specific need, a legislative mandate, or an isolated funding opportunity. Clearly, though, a great deal of money, time, and effort has been expended already in the quest for integrated systems. (For information on what is out there at the state and local level: www.search.org/integration/.)

In gathering information for your business case, you must therefore account for investments that have already been made in related systems, equipment, and personnel, and be prepared to show how those investments are paying off. Decision makers will want to know what is lacking in the current system, what benefits they will see from something new, and why past investments were not enough to solve the problems you now face. Moreover, you must become educated about the needs and project proposals of other justice agencies and begin to form a plan that takes them into account.