NCJ Number
53769
Date Published
1977
Length
23 pages
Annotation
AN APPROACH TO ASSESSING DELINQUENCY PREVENTION PROGRAMS IN TERMS OF THEIR RELATIONSHIPS WITH OTHER AGENCIES IS ILLUSTRATED, WITH REFERENCE TO THE YOUTH SERVICES CENTER IN SOUTH PHILADELPHIA, PA.
Abstract
THE YOUTH SERVICES CENTER IS OPERATED BY A PRIVATE SOCIAL SERVICE AGENCY AS PART OF A NEIGHBORHOOD COMMUNITY CENTER. IT OFFERS THE SERVICES OF PARAPROFESSIONAL COUNSELORS, AN ATTORNEY, AN EMPLOYMENT SPECIALIST, COURT AND SCHOOL LIAISON WORKERS, AND A SOCIAL WORKER. AS PART OF AN ASSESSMENT OF THE CENTER, ITS RELATIONSHIPS WITH OTHER AGENCIES IN ITS ENVIRONMENT, INCLUDING THE JUVENILE JUSTICE SYSTEM, WERE EXAMINED. A TYPOLOGY CLASSIFYING DELINQUENCY PREVENTION PROGRAM ROLES ACCORDING TO TARGET OF INTERVENTION (INDIVIDUAL OR COMMUNITY) AND NATURE OF INVOLVEMENT IN THE CHANGE PROCESS (DIRECT OR MEDIATING) WAS DEVELOPED. FOUR ROLES--DIRECT SERVICE, SERVICE BROKER, COMPREHENSIVE PLANNER AND COORDINATOR, AND NETWORK FACILITATOR--WERE DEFINED. IN ADDITION, STRATEGIES FOR MANAGING INTERORGANIZATIONAL RELATIONSHIPS WERE IDENTIFIED, INCLUDING PERSONAL NETWORKS, EXCHANGE OF INFORMATION, STANDARDIZED PROCEDURES, WRITTEN AGREEMENTS, LIAISON WORKERS, AND SPECIAL TASK FORCES. AN ANALYSIS OF THE YOUTH SERVICES CENTER IN THE CONTEXT OF THE ROLE TYPOLOGY AND THE MANAGEMENT STRATEGIES ILLUSTRATES THE UTILITY OF EVALUATING DELINQUENCY PREVENTION PROJECTS NOT AS ISOLATED ORGANIZATIONS BUT AS PART OF LARGER SERVICE SYSTEMS. FOR INSTANCE, THE ANALYSIS SHOWS THAT A SINGLE PROJECT MAY PERFORM MORE THAN ONE ROLE, THAT MULTIPLE ROLES MAY PRODUCE CONFLICT, AND THAT CERTAIN STRATEGIES FOR MANAGING INTERORGANIZATIONAL RELATIONSHIPS MAY BE APPROPRIATE FOR SOME ROLES BUT NOT FOR OTHERS. A LIST OF REFERENCES IS INCLUDED. (LKM)