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Abstract: 

When an agency decides to adopt or expand its use of electronic monitoring, it generally assigns special procurement or contracting officers to identify suitable equipment, services, and vendors, formulate requirements into a Request for Proposal or RFP, evaluate the ensuing submissions, and negotiate and award a contract. Frequently, the procurement and contracting team may neglect to fully involve the supervising officers who will actually be using the equipment— program goals are defined, expected outcomes assessed, labor allocated, and a vendor is selected without many essential operational details settled or even fully understood. Implementing the resulting system with line staff demands a high degree of communication and learning in both directions—from the vendor to the supervising officer, and from the officer to the vendor. This article examines, in detail, how to implement EM at the “tactical” level—when communications has moved from the procurement and sales teams to the operational teams of both parties—tactical discussions and decisions that can make or break a new program.

Keywords: calibrating EM events and alert notifications; event pairing; schedules and inclusion/exclusion zones; event, alert, and status reporting

Affiliations:  1: BI, Inc..