skip navigation


Register for Latest Research

Stay Informed
Register with NCJRS to receive NCJRS's biweekly e-newsletter JUSTINFO and additional periodic emails from NCJRS and the NCJRS federal sponsors that highlight the latest research published or sponsored by the Office of Justice Programs.

NCJRS Abstract

The document referenced below is part of the NCJRS Virtual Library collection. To conduct further searches of the collection, visit the Virtual Library. See the Obtain Documents page for direction on how to access resources online, via mail, through interlibrary loans, or in a local library.


NCJ Number: 76354 Find in a Library
Title: Use of Evaluation Models for Decision Making - Application to the Community Anti-crime Program
Journal: Evaluation and Program Planning  Volume:3  Issue:3  Dated:(1980)  Pages:197-209
Author(s): K J Snapper; D A Seaver
Corporate Author: Decision Sciences Consortium, Inc
United States of America
Date Published: 1980
Page Count: 13
Sponsoring Agency: Decision Sciences Consortium, Inc
Falls Church, VA 22043
National Institute of Justice/
Rockville, MD 20849
US Dept of Justice
Washington, DC 20531
Grant Number: 79-NI-AX-0107
Sale Source: National Institute of Justice/
NCJRS paper reproduction
Box 6000, Dept F
Rockville, MD 20849
United States of America
Document: PDF
Language: English
Country: United States of America
Annotation: Linking evaluation results to the process of making programmatic decisions is analyzed using a multiattribute utility theory (MAUT) model and a case study involving the expansion of a community anticrime program.
Abstract: The process for integrating evaluatory information into the decisionmaking process consists of determining and structuring objectives, identifying measures for each objective, assessing importance weights for objectives, assessing current status and expectations, and measuring subsequent actual performance. To illustrate this process, evaluatory information was generated during an assessment of the Midwood-Kings Highway Development Corporation (MKDC) in New York during its first year of operation. Subsequently, MKDC was faced with the decision of expanding its service area and of integrating a civic action council into project operations. Following the process described, MAUT scores were determined for the alternatives of integrating or not integrating the civic action council. The scores indicated that a 6-point drop in MKDC effectiveness could be expected with full integration, while a 50 percent gain in civic action council utility could be expected. Thus, the program office making the decision would have to decide whether to trade off the 6-point loss in MKDC utility against the 50-plus gain in council utility. Tabular data, graphs, and five references are provided.
Index Term(s): Community crime prevention programs; Decisionmaking; Evaluation; Evaluation measures; Evaluation techniques; Evaluation utilization; New York
To cite this abstract, use the following link:

*A link to the full-text document is provided whenever possible. For documents not available online, a link to the publisher's website is provided. Tell us how you use the NCJRS Library and Abstracts Database - send us your feedback.