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Unlike other textbooks on the subject, Criminal Justice Policy and Planning presents a comprehensive and structured account of the process of administering planned change in the criminal justice system. Welsh and Harris detail a simple yet sophisticated seven-stage model, which offers students and practitioners a full account of program and policy development from beginning to end. The authors thoughtfully discuss the steps: analyzing a problem; setting goals and objectives; designing the program or policy; action planning; implementing and monitoring; evaluating outcomes; and reassessing and reviewing. Within these steps, students focus on performing essential procedures, such as conducting a systems analysis, specifying an impact model, identifying target populations, making cost projections, collecting monitoring data, and performing a meta-analysis, In reviewing these steps and procedures, students can develop a full appreciation for the challenges inherent in the process and understand the tools that they require to meet those challenges. To provide for a greater understanding of the material, the text uses a wide array of real-life case studies and examples of programs and policies. Examples include policies such as Restorative Justice, The Second Chance Act, Three Strikes Laws, and the Brady Act, and programs such as drug courts, boot camps, and halfway houses. By examining the successes and failures of these innovations, the authors demonstrate both the ability of rational planning to make successful improvements and the tendency of unplanned change to result in undesirable outcomes. The result is a powerful argument for the use of logic, deliberation and collaboration in criminal justice innovations. Chapters are enhanced with outlines, figures, tables, examples, discussion questions and case studies. Appendix includes a seven-stage checklist for program and policy planning.
Wayne N. Welsh is a professor in the Department of Criminal Justice at Temple University. His research has centered on applications of organizational theory to criminal justice and examinations of organizational change, and theories of violent behavior and intervention/prevention programs. Philip W. Harris is an associate professor in the Department of Criminal Justice at Temple University. His teaching and research have focused primarily on the areas of juvenile justice, juvenile correctional strategies, and organizational and system development.
Table of Contents
|About the Authors||p. xiii|
|Analyzing the Problem||p. 31|
|Document the Need for Change||p. 31|
|Describe the History of the Problem||p. 36|
|Examine Potential Causes of the Problem||p. 42|
|Examine Previous Interventions||p. 44|
|Identify Relevant Stakeholders||p. 44|
|Conducting a Systems Analysis||p. 46|
|Identify Barriers to Change and Supports for Change||p. 53|
|Setting Goals and Objectives||p. 77|
|Identifying Goals and Values||p. 78|
|The Goals of Criminal Sanctions||p. 78|
|Normative Values||p. 80|
|Stating Specific Objectives for Each Goal||p. 82|
|Seeking Participation in Goal Setting||p. 84|
|Specifying an Impact Model||p. 85|
|Identifying Compatible and Incompatible Goals in the Larger System||p. 87|
|Identifying Needs and Opportunities for Interagency Collaboration||p. 89|
|The Benefits of Goal Conflict||p. 89|
|Loose Coupling and Criminal Justice Agencies||p. 90|
|Designing the Program or Policy||p. 103|
|Choosing an Intervention Approach||p. 103|
|Designing a Program||p. 105|
|Designing a Policy||p. 108|
|Action Planning||p. 123|
|Identify Resources Needed and Make Cost Projections||p. 124|
|Plan to Acquire or Reallocate Resources||p. 127|
|Specify Dates by Which Implementation Tasks Will Be Accomplished||p. 128|
|Develop Mechanisms of Self-Regulation||p. 131|
|Specify a Plan to Build and Maintain Support||p. 132|
|Program/Policy Implementation and Monitoring||p. 145|
|Outline the Major Questions for Monitoring||p. 148|
|Instruments to Collect Monitoring Data||p. 150|
|Fiscal Monitoring||p. 154|
|Making Adjustments to the Resource Plan||p. 156|
|Designate Responsibility to Collect, Store, and Analyze Data||p. 156|
|Develop Information System Capacities||p. 157|
|Develop Mechanisms to Provide Feedback to Stakeholders||p. 158|
|Evaluating Outcomes||p. 173|
|The Evidence-Based Paradigm||p. 174|
|Types of Evaluation||p. 175|
|Three Prerequisites for Evaluation||p. 178|
|Evaluability Assessment||p. 179|
|Logic Modeling||p. 179|
|Implementation Assessment||p. 181|
|Developing Outcome Measures||p. 181|
|Identifying Potential Confounding Factors||p. 182|
|Major Techniques for Minimizing Confounding Effects||p. 184|
|Specify the Research Design||p. 186|
|Time Series Analysis||p. 188|
|Identify Users and Uses of Evaluation Results||p. 189|
|Reassessment and Review||p. 201|
|Planning for Failure||p. 203|
|Planning for Success||p. 205|
|Learning and Adapting||p. 206|
|A Caution about Survival||p. 208|
|The Tasks of Implementing a New Innovation||p. 208|
|Planning Tasks for an Existing Program or Policy||p. 210|
|Appendix: A Seven-Stage Checklist for Program/Policy Planning and Analysis||p. 217|
|Table of Contents provided by Ingram. All Rights Reserved.|