In
1978, the New York State Legislature passed the Juvenile
Offender Act. Previously, all young offenders were
treated as Juvenile Delinquents (JDs). But the 1978
legislation created a new category, the Juvenile Offender
(JO), who, while charged as an adult, had to be housed
with juveniles. In this environment, the Department
of Juvenile Justice (DJJ) was created as a means of
providing youth with a chance to reform themselves,
while concurrently holding them accountable for their
actions.
When
DJJ was created and given responsibility for the
juveniles in detention, the Agency was allowed a
Commissioner and up to two Deputy Commissioners.
Managerial responsibilities were divided into three
categories: the operation of Spofford, Non-Secure
Detention (NSD), and administration (which included
community-based programs). The Director of Spofford
managed the facility on a daily basis. The Administration
division was responsible for the Agency's budget,
financial and programmatic planning, and, eventually,
Community Based-Interventions (CBI). The Director
of NSD was responsible for the Beach Avenue Group
Home and oversight of independently contracted community-based
homes.
The fledgling
agency was immediately confronted with two sets
of issues which cast Spofford in a negative public
light: childcare and facility needs. To enhance
its image, the Agency's first Commissioner, Paul
Strasburg, made safety for the public, the staff,
and the residents, a priority. At the same time,
the Agency embraced detention as an opportunity
to make a difference in the lives of young people,
an affirmation of juvenile justice's reform roots.
Emphasis was placed on education, medical services
and managing the dormitory living areas. Residents
began to receive educational assessments and DJJ
began operating its own state approved school, the
Carter G. Woodson Academy.
Administrative
improvements, however, could not stem the tide of
Spofford's physical deterioration. Its' size, remote
location, long narrow hallways, and lack of adequate
lighting, remained a source of criticism. Moreover,
the facility's reputation for trouble was hard to
overcome; people expected the worst of Spofford.
As a result, replacing it with smaller, less institutional
facilities, in a more accessible location, became
an immediate priority.
