Whether in the private or public sector, there are at least two distinct styles of management: There are leaders who focus on big ideas, who have a vision for the future and set long-term goals. And then there are those who are simply very good at getting the proverbial trains to run on time, who are detail-oriented problem solvers. It is safe to say that Vincent N. Schiraldi, the outgoing secretary of the Maryland Department of Juvenile Services, was very much in the big ideas camp; it now falls to his successor, Betsy Fox Tolentino, to get the DJS trains running on schedule.

Schiraldi has been a controversial figure, perhaps the most polarizing within Gov. Wes Moore’s cabinet. By his own admission, he had become a “lightning rod” for DJS ills, quite a few of which were inherited. Some of his harshest critics painted him as soft on crime because he placed an emphasis on juvenile rehabilitation and not on punishment. Indeed, it may have been his defining quality given he founded the Justice Policy Institute which advocates for reduced juvenile incarceration nationwide. Reports of a 2008 incident in which a youth offender escaped custody during a cookout at Schiraldi’s home also didn’t help his case.

That is, of course, an eternal struggle that has stirred passionate debate within juvenile justice circles since at least the days of Father Edward J. Flanagan of “Boys Town” fame (made into an award-winning 1938 film starring Spencer Tracy if that title sounds vaguely familiar). Anyone remember Father Flanagan’s motto? “No boy is bad if given a chance.” That may not sit well with those tough-as-nails types who are convinced that the best kind of juvenile justice is the swift and severe variety. But rehabilitation and putting young offenders on a better path is an essential mission. Without such efforts, the gates to juvenile detention centers simply become turnstiles for succeeding generations.

Yet Gov. Moore is in no position to ignore the pressing need to get those DJS trains running on time. In Tolentino, who most recently served as managing director of juvenile and young adult justice initiatives at The Roca Impact Institute, he may have the ideal candidate. She previously worked at DJS in operations dealing with, among other things, better connecting the agency to law enforcement. One can hope that she will soon shed the “acting” title and be approved as the new DJS secretary.

And what should be on Tolentino’s agenda? That’s easy. It’s past time to get the agency’s operations in better, more efficient working order. Just one month ago, auditors revealed how they found a DJS contractor working directly with children who had a 2021 assault conviction. Investigators also revealed how the agency dispensed excessive overtime without minimal oversight, failed to properly document procurements and payments and couldn’t even maintain a proper inventory of food and other supplies at its facilities.

That’s classic lax management. And when you aren’t making sure that the little things are getting done, the big things often slip away. Some in the Maryland General Assembly would have people believe that a recent uptick in juvenile crime in Maryland is a product of a too-soft approach to offenders. But that may be a shortsighted view. Maryland saw far more juvenile arrests a decade ago than it does today. Last year, for example, Maryland recorded 458 youth arrests through the end of July. In 2019, it was 976 for the same seven-month period. Take that longer, better informed view and youth arrests are generally down in Baltimore. That’s not bad news — except perhaps for Moore’s political opponents who want to make hay over city crime.

The bottom line is that juvenile justice, like the adult variety, isn’t just about maximizing penalties for all offenders or even about rehabilitating every lost soul who is convicted of a crime. It’s about accomplishing both where appropriate and doing so with proper oversight. The governor is correct that he inherited a deeply flawed agency. And critics are correct that DJS isn’t yet where it needs to be. Secretary Schiraldi’s departure by itself doesn’t fix things. But what he did help accomplish — in recent reductions in homicides, for example — are to be applauded.

This transition also offers a prime opportunity for DJS to more fully incorporate the recommendations and insights of elected state’s attorneys, who possess deep knowledge of their local jurisdictions and are tasked with the critical responsibility of ensuring public safety. Their elected role reflects a mandate to balance justice with community protection, and their input could help tailor DJS policies to address local challenges more effectively. Engaging these officials in a meaningful way could bridge gaps between state-level reforms and on-the-ground realities, fostering a more cohesive and responsive juvenile justice system.

What DJS needs now is that detail-oriented problem-solver on East Redwood Street, perhaps with a notepad and a stopwatch. It’s time for a no-nonsense manager, not a visionary.