As reflected in rates of rearrest while on probation as well as levels of noncompliance with the related requirements of a community-based sentence, the available evidence indicates that probation is not having its intended impact on many probationers. Further, recent polling data have shown declining public confidence in the concept of probation and the efficacy of current probation practice. This reflects not only probation's poor performance, but also the failure of probation agencies to convey to the public an image of a model of practice that embodies widely held values and serves the public's safety concerns. Given its high failure rate and its poor public image, probation is faced with the challenge of reinventing itself. The key ingredient in such an endeavor is leadership. To be successful in assuming a leadership role, probation executives must aggressively promote public safety as their primary function. This effort will require probation leaders to embrace and use a number of strategies that will gain the public's confidence and support. These strategies include the development and implementation of a clear and convincing set of values, supervision in the context of the probationer's daily and nightly activities, rational allocation of resources, strong enforcement of conditions and a quick response to violations, cooperation with the community, and performance-based initiatives. 14 references