NCJ Number
47807
Date Published
1978
Length
22 pages
Annotation
SOURCES TO WHICH CORRECTIONS ADMINISTRATORS MAY TURN IN ATTEMPTING TO IDENTIFY RESEARCH NEEDS, PROBABILITIES OF PAYOFF, AND PRIORITIES ARE DISCUSSED, AND ADMINISTRATIVE ASPECTS OF EXPERIMENTATION AND EVALUATION ARE CONSIDERED.
Abstract
IN ARRIVING AT DECISIONS ABOUT WHICH RESEARCH PROJECTS TO PURSUE, THE CORRECTIONS ADMINISTRATOR MAY CONSIDER THE PRIMARY MISSIONS OF THE AGENCY, AGENCY REQUIREMENTS FOR SELF-MAINTENANCE AND SELF-IMPROVEMENT, THE PERCEIVED ROLE OF CORRECTIONS RELATIVE TO OTHER AGENCIES OR SYSTEMS IN THE COMMUNITY, AND CONSIDERATIONS RELATED TO CORRECTIONS THEORY AND EXPERIENCE. THE CORRECTIONS ADMINISTRATOR IS A KEY FIGURE IN THE EVALUATION PROCESS, REGARDLESS OF THE SPECIFIC FORM IT TAKES. THE EVALUATION PROCESS CASTS THE ADMINISTRATOR IN CONTRADICTORY ROLES: THE ADMINISTRATOR IS RESPONSIBLE FOR THE SUCCESS OF THE AGENCY'S OPERATIONS, INCLUDING EVALUATION; YET EVALUATION CARRIES THE POTENTIAL FOR DISCREDITING AN ADMINISTRATIVELY SPONSORED PROGRAM OR FOR UNDERMINING A POSITION TAKEN BE THE ADMINISTRATOR. TO ADDRESS THIS DILEMMA, THE ADMINISTRATOR NEEDS TO DEVELOP A STANCE CHARACTERIZED AS EXPERIMENTAL, AS OPPOSED TO COMMITTED ('TRAPPED'). AN EXPERIMENTAL ATTITUDE ON THE PART OF THE ADMINISTRATOR IS AN IMPORTANT STEP IN CREATING A CLIMATE CONDUCIVE TO RESEARCH. APPROACHES TO OBTAINING STAFF TO PERFORM EVALUATIVE RESEARCH INCLUDE HIRING AN IN-HOUSE RESEARCH STAFF; CONTRACTING WITH A PRIVATE, NONPROFIT ORGANIZATION; EMPLOYING UNIVERSITY FACULTY MEMBERS; OR SEEKING THE SERVICES OF A FOR-PROFIT CONSULTANT. EACH APPROACH IS APPROPRIATE UNDER DIFFERENT CIRCUMSTANCES. FOR THE PUBLICATION FROM WHICH THIS ARTICLE WAS ADAPTED, SEE NCJ-46227. (LKM)