NCJ Number
55306
Date Published
1979
Length
255 pages
Annotation
VISITS WERE MADE TO 9 STATES WHERE NEARLY 200 PUBLIC OFFICIALS AND PRIVATE CITIZENS WERE INTERVIEWED TO ASSESS KEY ISSUES IN CRIMINAL JUSTICE PLANNING AND WAYS OF IMPROVING PLANNING AND INTERGOVERNMENTAL RELATIONS.
Abstract
THE FOCUS OF THE STUDY WAS THE PLANNING PROCESS WITHIN THE CRIMINAL JUSTICE SYSTEM AT THE STATE LEVEL. EMPHASIS WAS ON PROCESS RATHER THAN PRODUCTS OF CRIMINAL JUSTICE AGENCIES. FOUR PRINCIPAL AREAS OF INQUIRY WERE PURSUED: (1) ORGANIZATION AND NATURE OF THE CRIMINAL JUSTICE SYSTEM, (2) STATE PLANNING AGENCIES (SPA'S) AND THEIR OPERATION AND ROLE IN STATE GOVERNMENTS, (3) MAJOR ACHIEVEMENTS OF SPA'S, AND (4) PROBLEMS ENCOUNTERED BY SPA DIRECTORS/STAFF. INTERVIEWS WERE CONDUCTED IN CALIFORNIA, COLORADO, CONNECTICUT, MICHIGAN, MINNESOTA, NEW MEXICO, NORTH CAROLINA, NORTH DAKOTA, AND VIRGINIA. STUDY FINDINGS REVEALED THAT COMPREHENSIVE CRIMINAL JUSTICE PLANNING IS AN AREA OF STATE GOVERNMENT WHERE PROGRESS AND INNOVATION ARE APPARENT, THAT LEAA HAS BEEN THE DRIVING FORCE BEHING IMPROVEMENTS IN CRIMINAL JUSTICE PLANNING AT THE STATE LEVEL, THAT CRIMINAL JUSTICE PLANNING IS AT AN EXTREMELY SENSITIVE STAGE WHERE SUBSTANTIAL REDUCTION IN LEAA SUPPORT CAN EASILY SET BACK PROGRESS, AND THAT CONSIDERABLY MORE CAN BE ACCOMPLISHED IN CRIMINAL JUSTICE PLANNING IF ADEQUATELY SUPPORTED BY POLITICAL LEADERSHIP. ESSENTIAL ELEMENTS IN THE SUCCESS OF SPA'S ARE A HIGH-QUALITY PROFESSIONAL AS DIRECTOR, ACTIVE SUPPORT OF THE STATE GOVERNOR, CONFIDENCE OF CRIMINAL JUSTICE AGENCIES IN THE SPA, STABILITY OF LEADERSHIP, AND A PLANNING STYLE THAT EMPHASIZES CONTROLLED COORDINATION AND DIFFUSED RESPONSIBILITY FOR DETAILED PLANNING AND IMPLEMENTATION. AMONG PRINCIPAL ELEMENTS WHICH ARE HIGHLY DESIRABLE IN SPA'S ARE A CLOSE WORKING RELATIONSHIP WITH THE LEGISLATURE AND WITH THE BUDGETARY AND GUBERNATORIAL PLANNING PROCESS, COOPERATION WITH THE BROADER CRIMINAL JUSTICE COMMUNITY, AN ACTIVE AND POSITIVE GOVERNING BOARD, AND A WIDE RANGE OF PLANNING AND COORDINATION FUNCTIONS THAT EXTEND BEYOND THE ALLOCATION OF FEDERAL AND STATE FUNDS. FOUR STRATEGIES TO REFORM CRIMINAL JUSTICE PLANNING WITHIN SPA'S ARE RECOMMENDED: (1) ENLARGE THE ROLE OF THE SPA WITHIN A CABINET DEPARTMENT OR SECRETARIAT, (2) RECONSTITUTE-REORGANIZE-REVITALIZE THE SPA, (3) ESTABLISH INNOVATIVE LEADERSHIP FOR THE SPA, AND (4) INSTITUTE INCREMENTAL CHANGE. APPENDIXES PROVIDE FURTHER INFORMATION ON CRIMINAL JUSTICE PLANNING IN THE NINE STATES. (DEP)