NCJ Number
57417
Journal
CRIME PREVENTION REVIEW Volume: 6 Issue: 3 Dated: (APRIL 1979) Pages: 1-9
Date Published
1979
Length
9 pages
Annotation
THIS ARTICLE SUMMARIZES AN APPROACH FOR ANALYZING INFLUENCES ON JUVENILE JUSTICE SERVICES AND FOR DEVELOPING NEW RESOURCE ALLOCATION FORMULAS AND RESOURCE MANAGEMENT ACCOUNTABILITY PRINCIPLES.
Abstract
THE EFFICIENCY AND EFFECTIVENESS OF JUVENILE JUSTICE SERVICES ARE AFFECTED BY DEMANDS FOR REDUCED PUBLIC EXPENDITURES; AGENCY DUPLICATION OF EFFORT OR OVEREXTENSION OF SERVICES; EMPLOYEE DEMANDS; AND LACK OF AGENCY ACCOUNTABILITY, AGENCY ATTENTION TO BUDGETARY RESTRAINTS, AND FEEDBACK FROM MEMBERS OF THE SERVICE COMMUNITY. STRATEGIES FOR IMPROVING THE JUVENILE JUSTICE SYSTEM SHOULD BE BASED ON THE RECOGNITION THAT THE SYSTEM CANNOT DO THE JOB ALONE; THAT PRACTITIONERS NEED HELP IN DEVELOPING BETTER CLIENT SERVICE; AND THAT IMPLEMENTATION OF JUVENILE JUSTICE SERVICES PROGRAMS SHOULD FIT THE NEEDS OF THE LOCAL COMMUNITY. FURTHER, BUDGET MANAGERS SHOULD CONSIDER EVERY DIRECT SERVICE IN TERMS OF ITS TOTAL COST TO THE AGENCY AND SHOULD CONDUCT AN ANNUAL PRIORITY REVIEW OF ALL AGENCY ACTIVITIES THROUGH A LINKAGE OF NATURAL COST AND SERVICE DEMAND INCREASES. APPROPRIATE PLANNING AND EVALUATION AND COMMUNITY MARKETING TOOLS CAN ALSO HELP PROVIDE A COST-EFFECTIVE AND COMMUNITY-RESPONSIVE DELIVERY OF JUVENILE JUSTICE SERVICES. A CHART SHOWING STRATEGIES AND TOOLS FOR RESPONDING TO JUVENILE JUSTICE CHANGE IS PROVIDED. (AOP)