In this regard, after reviewing the facts of the case, the key formal mandates, “codified in laws, regulations, ordinances, articles of incorporation, charters” (Bryson 97) affecting the Department of Juvenile Justice (DJJ) are as follows: (1) the New York City Charter’s explicitly defining two duties for DJJ to operate the facilities as well as to develop and supervise the programs, in general. (2) to detain7 to 15-year-old children between arrest and adjudication. (3) to abide by the Mayor’s advice to the newly appointed Schall as Commissioner (“Don’t’ let any of them get out” and “Do as much as you can for them” (Varley 4). and the (4) adoption of the NY’s Juvenile Offender Act (Varley 6). These formal mandates form and define the direction that DJJ needs to pursue and achieve.On the other hand, the informal mandates are: (1) children placed in the facilities who were status offenders were apparently housed together with those you committed serious crimes. (2) alliance of the central administrative staff with the white city government machine contributes to the uptown/downtown split. (3) line staff comprised of 74% black and 16% Hispanic. (4) DJJ staff represented by 13 unions particularly the Juvenile Center Employees. (5) half of the 20 administrators at DJJ were white. and (6) NSD staff were handpicked from departments of the Human Resources Administration (HRA) (Varley 8). These informal mandates have been ingrained in DJJ’s organizational history and form a major part of their operation and performance.The major strategic issue facing the DJJ and Schall was designing a strategic plan to determine and steer the organization in the direction it needs to achieve. Using Bryson’s framework stakeholder analysis, Schall must design strategies that should address the concerns of various stakeholders who influence the performance and operations of the DJJ. In this regard, the major strategic issues are: (1) to clearly define the mission, vision, values or goals of the DJJ, whether in the short-run or long-term. (2) to create an environment of committed care for the children under their jurisdiction and custody with the ultimate aim of rehabilitating them and imbibing the lesson of preventing them from recidivism. (3) to fill in required vacancies with competent and qualified people. (4) to unify the human resources governing the facilities at Spofford and NDS and review the operations of various agencies. and (5) to determine the most appropriate course of action with regard to either replace Spofford, renovate, or build a new juvenile facility.
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