ABSTRACT
During the time period when this book was being prepared for publication, I had many conversations with juvenile justice administrators and agency personnel. We discussed the current situations in juvenile justice and speculated about what the future might hold. Judges, court administrators, and agency administrators who were required to make decisions about implementing new programs, addressing the current needs, or changing operating procedures all had some dešnite ideas about what they would like to see in the future, but they hesitated to say whether the things they would like to see happen could actually occur. ey noted that new legislation and funding constraints could a€ect their operations and programming. e judges, court administrators, and agency directors felt a responsibility to use their skills to administer their agencies in the most productive manner possible. When asked what was the best way to maximize the available funding and live within the budget, the administrators stated that they would like to avoid reducing the sta€ and cutting programs. Several administrators mentioned that the agency or organization could become more e–cient by prioritizing goals and developing strategic planning to achieve the established goals.
