He Has a Point

I hope the author of the following comment to Zoe Stafford's piece in Inside Time will not mind me quoting it in full because I think it very neatly sums up what many clients feel about their probation officer. It makes for uncomfortable reading, but in my view it's no good trying to pretend otherwise and the points raised need addressing.

"Those who say that they have a good probation officer are either gullible, naive or living in cloud cuckoo land. Yes of course they always welcome you when you report. 'how are you today?' 'how's things?' and so forth like they care. All they care about is that you are not offending as that means a recall if you are on licence and you do not even have to offend to be recalled. Never tell them that you have a problem, lost your job, lost your flat etc as that becomes risk. Report on time, smile and tell them everything is fine even if it's not. Never ever trust a probation officer for they have all the options open to them, recall, recommending in their reports that you should receive a custodial sentence and steering you to banal and irrelevant offending behaviour courses which are as useless as they are. Believe me they are the biggest con merchants going but so many ex-offenders fall for it. You do so at your peril."

What makes a 'good' probation officer is a fascinating question and of course the answer will depend to a great extent on who you ask and what side of the desk they sit. Top of my list if I were pushed to come up with a response would be the ability to take appropriate risks.

In my experience a good PO has got to continually weigh up what risks to take with a case in order to achieve the long-term aim of public benefit that flows from crime reduction. Admittedly this willingness and scope to take risks has got much harder over the years with crap like OASys, an increasingly proscriptive culture and management scared witless by what might appear in the press. But deep down all PO's worth their salt know that we are in the risk business and risks have to be taken sometimes in order to achieve progress. Life without some risk is no life at all. 

Risk-taking can take many forms such as deciding to give a guy a chance, even when the track record has not been good and he's not responded to previous interventions. It's about the officer wanting to take a risk and then putting an argument to the court that's convincing. Of course this is a risk in itself as there is always the possibility of ridicule from the court, from colleagues or management even. There's the risk that if the court goes along with a positive outcome it will all go pear-shaped at any point. On the other hand the fact that the client knows you've taken a risk and helped give them a chance should help build a good working relationship. 

There are always risks associated with exercising judgement. A good PO in my view must decide what it is appropriate to record or pass on to management. Sometimes what is heard in the interview room might be more appropriate to keep between officer and client. The information can form the basis of constructive work at a later date and need not require immediate action. Just to be clear, I'm not referring to child protection issues or discussion of unreported criminal activity, but for example I have not always passed on threats to myself if I felt they were not meant or likely to be carried out. 

Sometimes unwise things are said at moments of great stress and an apology at a later date has much more worth than the alternative of adding yet more trouble to an already desperate situation. It should be self-evident that a client is hardly going to be open and honest during supervision sessions if everything they tell you either results in lectures or draconian responses.     A degree of trust has to be established if the magic of probation is to have any chance of working. 

Good officers always consider what is best for their client and society and act accordingly. Like the comment author, I share the irritation surrounding referrals to courses as a matter of routine and only do so if I feel it appropriate. Shamefully there was a period some years ago when management harassed us as a result of targets introduced by NOMS and in order to justify the hugely expensive investment in accredited programmes. No longer as fashionable thank goodness and with targets a thing of the past, such courses are now only reserved for those who really need them.

Essentially, being a PO is not about winning a popularity contest, it's about doing a useful job for society and a popular officer might not necessarily be a 'good' officer.