CADSR Criminal Justice

Permanent URI for this collection

https://udspace.udel.edu/handle/19716/21696

Browse

Browsing CADSR Criminal Justice by Subject "District attorneys"

Now showing 1 - 4 of 4
  • Thumbnail Image
    Item
    An Analysis of the North Carolina District Attorneys' Resources
    (Jefferson Institute for Justice Studies, 1996-02) Jacoby, Joan E.; Ratledge, Edward C.; Taylor, Ronald J.; Barrion, Noddie
    This report is an assessment of the resource requirements of district attorneys in North Carolina. It also assesses the ability of North Carolina district attorneys to provide adequate prosecutorial services to the public and recommends models that will (1) identify the minimum acceptable levels of service and (2) assess the needs of each of the districts to provide these services. The report is organized into four sections that focus on the factors affecting the delivery of prosecution services.
  • Thumbnail Image
    Item
    Prosecution Management in Colorado 2001
    (Jefferson Institute for Justice Studies, 2001-10) Jacoby, Joan E.; Ratledge, Edward C.
    It is important to maintain offices at reasonable staffing levels. However, when resources are strained, it is more important to manage them efficiently and effectively. Although good management is a goal for all prosecutors, it raises a set of questions. What is good management and how does one know when it has been achieved? If management needs to be improved, then how is this diagnosed and what are the performance measures that should be used? Finally, is there a need for additional funding and other resources to bring the management of prosecutors' offices up to an acceptable level? Some answers may be obtained by surveying prosecutors to identify the existence of good management practices throughout the state.
  • Thumbnail Image
    Item
    Prosecution Management in Georgia 2001
    (Jefferson Institute for Justice Studies, 2001-10) Jacoby, Joan E.; Ratledge, Edward C.
    It is important to maintain offices at reasonable staffing levels. However, when resources are strained, it is more important to manage them efficiently and effectively. Although good management is a goal for all prosecutors, it raises a set of questions. What is good management and how does one know when it has been achieved? If management needs to be improved, then how is this diagnosed and what are the performance measures that should be used? Finally, is there a need for additional funding and other resources to bring the management of prosecutors' offices up to an acceptable level? Some answers may be obtained by surveying prosecutors to identify the existence of good management practices throughout the state.
  • Thumbnail Image
    Item
    Prosecution Management in North Carolina 1995
    (Jefferson Institute for Justice Studies, 2001-10) Jacoby, Joan E.; Ratledge, Edward C.
    It is important to maintain offices at reasonable staffing levels. However, when resources are strained, it is more important to manage them efficiently and effectively. Good management is a goal for all prosecutors but the underlying questions are, what is good management and how does one know when it has been achieved? Furthermore, if management needs to be improved, then how is this diagnosed and what are the performance measures that should be used? Finally, is there a need for additional funding and other resources to bring the management of prosecutors' offices up to an acceptable level? This report presents an approach for evaluating the management needs of prosecution statewide.