NCJ Number
96221
Date Published
1983
Length
63 pages
Annotation
This assessment of the appropriateness of current Maryland Criminal Justice Coordinating Council staff functions and resources documents council outputs over the last 2 years (1981 and 1982).
Abstract
Data were obtained through interviews with 43 persons, including all council staff, several council and Juvenile Justice Advisory Committee members, Department of Public Safety and Correctional Services and Department of State Planning personnel, Federal criminal and juvenile justice authorities, local criminal justice personnel, and various legislative and executive department officials. The study concludes that the council failed to make the transition from a grants administration body to one involved with broader policy-related issues. Both council and staff apparently lack a clear sense of mission, role, and priorities. The interviewees generally agreed that both council and staff could be used more effectively to address substantive criminal and juvenile justice issues. To date, the operation consists of a 19-person staff, reporting to a 31-member council; the staff receives limited direction and devotes substantial resources to self-generated issues or activities often independent of the council. It is recommended that the council remain independent but function as an 'advisory board' to the Governor on substantive policy issues; placement of the crime prevention program in the Department of Safety and Correctional Services is also recommended, as is the placement in Annapolis of a staff unit of seven -- one special assistant, two mid-level analysts, one grants manager, a fiscal assistant, and two secretaries -- that will report directly to the Governor. It will be responsible for the Governor's criminal and juvenile justice policy formation and planning. The proposed arrangement promotes strong and direct linkages between the council and the Governor. Further, staff will have direction and be accountable to the Governor.