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Problems and Opportunities of Modern Probation (From Probation Current Position and New Directions, P 1-12, 1981, C R Bevan and A J Watt, ed. - See NCJ-86660)

NCJ Number
86661
Author(s)
W Clifford
Date Published
1981
Length
12 pages
Annotation
This essay focuses on the content and sources of probation ideology, innovation in probation administration, and the future of probation.
Abstract
The philosophy of probation is traceable to the 'second chance' or 'rebirth' principles of Christianity which are not so easily traced in other world religions, although probation has been effectively used in cultures not dominantly Christian. Whereas probation services originated in the missionary activities of various Christian bodies who came to the court with the offer to help the offender, the court's need for offender background information led to the probation officers' loyalty shifting from outside voluntary bodies to the court itself. As officers of the court, they came to command not only respect and a vicarious authority but also a regular salary. More recently, the probation officer has been viewed as an agent of a discriminatory system which unfairly stigmatizes the offender. In response to such criticisms of their role many probation officers have sought to establish an advocacy role for the offender which places the probation officer in the role of reformer of the system. In some countries, probation work is viewed as but one of many duties of welfare officers trained in social work. Such a posture holds that the helping process is the same no matter what the particular problem of the client. While this administrative philosophy can be justified, care should be taken to ensure that an officer does not so distribute his casework among a variety of clients that work with any one is ineffective. The future for probation may call for greater insight into what probation can accomplish, expanded training, the development of a new image for probation, and the humility to recognize that innovative concepts and techniques cannot replace the need for officers who care about the clients with whom they interact. Eight footnotes are listed.

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