Community Correction Officer Perceptions Of Ex-Offender Reentry Needs And Challenges

Research into community corrections officers’ perceptions of the needs of ex-offenders has largely been overlooked. While some empirical research has emerged regarding federal parole officers’ perceptions, it is conceptually incomplete. A gap in the literature remains regarding the concordance or discordance between offenders and community corrections officers’ perceptions of offender needs and the opportunities for success upon release. Using a sample of community corrections officers in Seattle, Washington, this research examined officer perception of ex-offender needs, the value officers’ placed on the specific needs, and the opportunities available for offenders to meet their needs. Differences between officers emerged including the finding that female officers rated needs and challenges for offenders significantly different than male officers. Policy implications of the research are discussed. This research was made possible due to a grant award from the College of Arts and Sciences at Seattle University. This research was first presented at the 2005 Academy of Criminal Justice Sciences Conference in Chicago. We are grateful to Mac Pevey and Keven Bovenkamp from the Washington State Department of Corrections and Bill Corn and Tim McTighe from United States Probation and Pretrial Services for their support, assistance, and for making the study possible. A special thanks to our research assistant Tania Reyes who was instrumental in collecting the data for this investigation.     

Local Authorities and Non–elected Agencies: Strategic Responses and Organizational Networks

This article deals with developing relationships between local authorities and local non–elected public service agencies in England and Wales. It classifies local authority responses to the growth of the non–elected state. Account is taken of varying agency characteristics and the constraints and dilemmas they face. From the local authority vantage point what is at stake is organizational (re)positioning in a changing institutional environment. Insights derived from strategic management are therefore utilized. But resource dependencies and exchanges also manifest themselves in these emerging relationships. Moreover, account must be taken of the scope for local authorities to be 'network managers' given the structural reconfiguration of the local state. The analysis therefore takes on board organizational networking theoretical frameworks. Although central government remains best placed to manipulate the 'rules of the [new and uncertain] game', interesting possibilities present themselves if local authorities can show more strategic skill than in the recent past.     

Imitating the West? Evidence on Administrative Reform from the Upper Echelons of Chinese Provincial Government

This article explores the attitudes of officials in the upper echelons in Chinese provincial and local government toward the origins of administrative reform. The authors examine the somewhat dichotomous argument that reform imitates the West or is indigenous and contend that both influences are present. Data drawn from a survey of party cadres and government officials show that cultural factors (time in government, overall knowledge of administrative reforms, together with familiarity with the move from a planned system of government to a market economy) and structural variables (upper echelon and familiarity with business management techniques) are correlated with learning from the West. Cadres and officials who spend more time managing outward and those who are familiar with performance assessment do not learn from the West. The theoretical and research implications of these findings—that learning from the West is an important influence on the adoption of administrative reforms in China—are discussed.