scholarly journals WeCan! A 12-month evaluation of a drug court treatment program serving females addicted to prescription drugs

2018 ◽  
Vol 1 (2) ◽  
Author(s):  
Kathleen A Moore ◽  
◽  
M Scott Young ◽  
2016 ◽  
Vol 27 (5) ◽  
pp. 750-758 ◽  
Author(s):  
Kathleen A. Moore ◽  
Melissa M. Barongi ◽  
Khary K. Rigg

Although there has been a proliferation of studies on the effectiveness of drug court programs, these studies are largely quantitative in nature. Little is known about the experiences of persons who participate in drug court. In this study, we aimed to fill this knowledge gap by exploring experiences of young adults who completed an adult drug court treatment program. Nine semi-structured interviews were conducted, typed into a word-processing program, and then entered into a data analysis software program. Using grounded theory strategies, analysis revealed several emergent themes, which are presented chronologically to provide a narrative of study participants’ experiences before, during, and after the program. Findings provide insights on how participants perceive drug courts and experiences that might facilitate or impede completion of drug court programs. Our findings are particularly important for drug court professionals as they attempt to develop appropriate recommendations for best practices and new policy initiatives.


2008 ◽  
Vol 35 (2) ◽  
pp. 125-136 ◽  
Author(s):  
Michael L. Prendergast ◽  
Elizabeth A. Hall ◽  
John Roll ◽  
Umme Warda

2000 ◽  
Vol 2 (1) ◽  
pp. 87-105 ◽  
Author(s):  
James F. Breckenridge ◽  
L. Thomas Winfree ◽  
James R. Maupin ◽  
Dennis L. Clason

2013 ◽  
Vol 38 (01) ◽  
pp. 27-54 ◽  
Author(s):  
Kimberly M. Baker

This article presents a case study of decision making in a drug court located the southwestern United States. This study seeks to fill a gap in research on decision making by attending to the ways that drug court officials navigate the demands of a court that is dedicated to both therapy and criminal justice. This analysis differs from previous research by viewing the drug court as a “hybrid organization” and asking how the staff members interact in the decision-making process. Additionally, this research provides an opportunity to investigate the concerns over collaborative decision making raised by critics. The data from this case study reveal that as a hybrid organization, the drug court staff often divides along institutional lines by allowing the counseling staff to manage treatment and the judge to manage punishment. When tensions arise, they are resolved by the structure of the court, which is hierarchical rather than collaborative.


2012 ◽  
Vol 24 (4) ◽  
pp. 937-943 ◽  
Author(s):  
Curtis Mattson ◽  
Bradley Powers ◽  
Dale Halfaker ◽  
Steven Akeson ◽  
Yossef Ben-Porath

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