The livelihood scheme describes the peoples’ way of life through supported personal care by providing what people need to live in their own homes. According to Bryson (2018), when creating the livelihood scheme, the goal system must be backed up by competencies and distinctive competencies. The principles and framework of livelihood schemes form the foundation of all livelihood schemes (Bryson 2018). In the department of Juvenile Justice, the essential principle of livelihood programming is that it is dynamic, multilevel, people-centered, and, in the long run, it purposes to attain sustainable livelihoods (Bryson 2018). The dynamic principle indicates that livelihood changes over time and thus, its approach focus on understanding and learning from the change to support optimistic change patterns and helping in mitigating negative patterns. The livelihood programming acknowledges multiple influences on individuals at various levels and aims at understanding the liaison between the influence and its mutual effect upon livelihoods. In the people-centred principle, the livelihood programming wholly entails the individuals whose livelihoods have been impacted. In this case, the livelihood strategies identify the programmes which have bases on the goal s and priorities delimited by people and espouse their strategies.
In the department of Juvenile Justice, the Livelihood scheme is comprised of the goals, critical success factors (CSFs), competencies (C), and distinctive competencies (DCs) (Bryson 2018). The useful linkages and statements that are useful in the livelihood scheme in conjunction with goal systems, CSF, C, and CD are education, High-Level Outcomes (HLO), value-added deliverables, recognition of the Juvenile Justice intervention and the clients’ issues agenda as illustrated. The Livelihood Scheme implies that the goal system is solidly anchored by direct or otherwise indirect distinctive competence. The scheme is a guideline to Ellen Schall, the commissioner of the New York’s Department of Juvenile Justice (DJJ). The department was created in 1979, and Schall was appointed due to her natural appearance from her prior position as the deputy commissioner in the department of corrections (Bryson 2018). As Schall outlined in her speech, DJJ had uncooperative administrative staff that spoilt the reputation of the organization. The distinctive primary competence is directly connected with the CSF, which aims at preventing the children from ages seven to fifteen upon their arrest until adjudication (Bryson 2018). The unique competence highlighted above acts as the primary sustainability factor for the department of juvenile justice because it has the effect of long-term success. Additionally, the CSF is a linking factor that connects the loops that may be inherent in the distinctive competence (Bryson 2018).
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References
Bryson, J.M., (2018). Strategic Planning For Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement (5th. ed.). San Francisco, CA: John Wiley and Sons.
