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Item The power of the prosecutor: gatekeepers of the criminal justice system(ABC-CLIO, 2016) Jacoby, Joan E.; Ratledge, Edward C.Item Handbook of Artificial Intelligence and Expert Systems in Law Enforcement(New York : Greenwood Press, 1989) Ratledge, Edward C.; Jacoby, Joan E.Item American Prosecutor: A Search for Identity(Lexington Books, 1980) Jacoby, Joan E.Item Prosecuting Complex Drug Cases: The Challenge for Local Prosecutors(Jefferson Institute for Justice Studies, 1993-07) Gramckow, Heike P.; Jacoby, Joan E.; Ratledge, Edward C.With little contemporary literature available about the subject of complex drug prosecutions, this assessment was particularly difficult because the issues surrounding the prosecution of complex drug cases, first, had to be identified; then, validated through interviews with practitioners. The synthesis of the information gathered into relevant and practical discussions for prosecutors was the last step in the process, and is reflected in the final report.Item The Impact of Community Policing on the Criminal Justice System(Jefferson Institute for Justice Studies, 1995-03) Jacoby, Joan E.; Gramckow, Heike P.; Ratledge, Edward C.This report presents the results of an initial assessment of the effects of community policing on the criminal justice system and local government agencies. It attempts to fill a gap in our knowledge about community policing by examining its dynamics from a different perspective; namely, how it relates to the other parts of criminal justice agencies, particularly prosecution.Item Asset Forfeiture Programs: Impact, Issues, and Implications(Jefferson Institute for Justice Studies, 1992-02) Jacoby, Joan E.; Gramckow, Heike P.; Ratledge, Edward C.This report has been prepared to alert law enforcement and prosecution to the problems and issues related to asset forfeiture programs, and to assist them in building the capacity to successfully target assets related to drug and money laundering cases. It is based on the results of an evaluation, supported by the National Institute of Justice (NIJ), of asset forfeiture programs established in four demonstration sites, and supplemented by the findings from a nationwide survey of the state-of-the-art of asset forfeiture programs in 1990. Issues and problems related to the development of asset forfeiture programs are discussed; the essential ingredients to successful operations are identified; and, the impact of asset forfeiture on police and prosecutorial agencies is described.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, NoddieThis 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.Item Analysis of North Carolina Clerks of Superior Court Resources and Procedures(2000-11) Jacoby, Joan E.; Ratledge, Edward C.This report presents an assessment of the resource requirements of clerks of superior court in North Carolina. It first examines the issues that affect resource allocation. It then discusses trends and resource allocation models. Finally, the report identifies the critical factors that affect the work of the clerk and presents areas that should be monitored in the future.Item The Standard Case Set: A Tool for Criminal Justice Decisionmakers(U.S. Department of Justice, National Institute of Justice, 1982-01) Jacoby, Joan E.; Mellon, Leonard R.; Turner, Stanley H.; Ratledge, Edward C.This report explains how the set of standard cases can be used by an agency for management, training and operations.Item Policy and Prosecution(U.S. Department of Justice, National Institute of Justice, 1982-01) Jacoby, Joan E.; Mellon, Leonard R.; Smith, Walter F.This report presents a conceptual model for analyzing the prosecutive decision-making function from a policy perspective; summarizes the findings of a comparative examination of ten prosecutors' offices; and supplements the results of the on-site studies with information gathered by a nationwide survey of eighty urban prosecutors.Item The Effects of Learning and Policy Transference on Prosecutorial Desicionmaking(Law Enforcement Assistance Administration (LEAA), 1980-05) Jacoby, Joan E.; Mellon, Leonard R.; Greenberg, Sheldon; Ratledge, Edward C.; Turner, Stanley H.The purpose of this research is to examine the factors affecting prosecutorial decision-making and to measure the differences that occur in decision-making within an office and among offices. Within offices, the research focuses on a separate but related issue; namely, the causes of disagreement in decisions among individual prosecutors themselves and in relation to their organizational leaders. A quasi-experimental design employing a before/after test was used, the identical instrument was employed on both occasions.Item Prosecutorial Decisionmaking: A National Study(U.S. Department of Justice, National Institute of Justice, 1982-01) Jacoby, Joan E.; Mellon, Leonard R.; Ratledge, Edward C.; Turner, Stanley H.This report, Prosecutorial Decision-making: A National Study is one of four published as a result of a three-year research project on prosecutorial decision-making in the United States. It presents the major findings of testing over 800 prosecutors throughout the United States. It examines prosecutorial discretion, its levels of uniformity and consistency both within and between offices and the factors used by prosecutors in making discretionary decisions.Item Basic Issues in Prosecution and Public Defender Performance(U.S. Department of Justice, National Institute of Justice, 1982-07) Jacoby, Joan E.This report, Performance Measurement for Prosecution and Public Defense, represents the first phase of a long term effort to develop a theory of performance measurement for prosecution and public defense; design and test models for measuring the performance of these two public agencies; and ultimately bring forth a set of measurement principles and guidelines. This first phase addresses solely the theoretical aspects of performance measurement and sets forth a conceptual and theoretical approach for measurement. It defines the scope of the task, the approach that appears most feasible given the complexity and diversity inherent in these public agencies and the utility of performance measurement systems. Once a theoretical base has been established, then it is possible to address the more practical problems of designing and testing measurement systems under actual operating conditions. Thus, this report takes only the first step by providing a foundation for subsequent research.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.Item Prosecution Management in Missouri 2001(Jefferson Institute for Justice Studies, 2001-07) Jacoby, Joan E.; Ratledge, Edward C.Good managers recognize that it is important for offices to have reasonable staffing levels. However, they also recognize that if 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.Item Prosecution Management in Michigan 2001(Jefferson Institute for Justice Studies, 2001-09) Jacoby, Joan E.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.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.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.Item Prosecution Management in Illinois 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.Item Prosecutor's Guide to Police-Prosecutor Relations(Jefferson Institute for Justice Studies, 1999-07) Jacoby, Joan E.; Gilchrist, Peter S. III; Ratledge, Edward C.This guide is for prosecutors. In this guide, we assume that every prosecutor faces the common problem of how to manage an office with a fixed amount of resources in such a way as to provide quality prosecution services consistent with his or her policy. Quality in prosecution is influenced by the quality of policing in your jurisdiction. This guide focuses on the relationship between the police and prosecutor throughout the adjudication process.