NCJ Number
235840
Date Published
2011
Length
7 pages
Annotation
This study examined the potential of benchmarking as an instrument to make the performance levels in corrections more transparent and to stimulate the learning- and improving process.
Abstract
This study examines the possibilities of comparing and improving processes to strengthen the trust between administrators and executing agencies. The central question of this study is how to draw an integral comparison between the performances of correctional institutions, and in what way should benchmarking take place if the desired outcome is to stimulate learning, improvement, and accountability. Findings show that introducing benchmarking in the prison system can contribute to the improvement of the performance of correctional institutions. Additionally shown is that many of the technical and organizational preconditions for such an introduction are already being met; that isolating the circumstances that cannot be controlled by management from those that it influences makes possible a better comparison between the performances of different institutions; that benchmarking will indeed result in improved performances, improved learning, and clear accounts; and that the regional prison governors should take a sufficient amount of time and provide adequate means for implementing innovations within the institutions. Data were collected through literature review, quantitative analyses of empirical figures from the Dutch prison system, and consultations with experts working within the prison system.