NCJ Number
84171
Date Published
1982
Length
130 pages
Annotation
This monograph presents the ideas and experiences of the academic world of public management and the practical world of probation to aid probation managers faced with fiscal cutbacks in expanding and allocating resources effectively.
Abstract
It discusses aspects of choosing and implementing specific strategies, issues of quality and efficiency in terms of organizational leadership, and staff and information resources. The work then examines field experience with regard to classification, workload measures, service brokerage, and other ways of expanding resources. Linkages are identified with respect to functionally related organizations, enabling entities, and supportive community groups. Finally, the process of organizational and administrative innovation is examined, and some roles that outside technical assistance can play in promoting constructive change are highlighted. Major themes emphasized throughout are the restrictions placed on public spending and the growing expectations for accountability in government. Probation departments are greatly affected by public revenue cutbacks because they have no informed and active public constituency. Although there is no one best way of organizing and managing a probation agency, agency managers must succeed in instilling a strong and communicated organizational character based on values important to the staff and to external constituencies. The successful agency is characterized by flexibility, integrity, and coherence. (Author summary modified)