Crime Control: The Use and Misuse of Police Resources by David John Farmer

By David John Farmer

The query of the way to exploit police assets productively, par­ ticularly during this period of tight municipal budgets, is a tremendous con­ cern for police chiefs and others chargeable for crime keep an eye on. In Crime regulate: The Use and Misuse of Police assets, David J. Farmer offers new insights into this question and sug­ gests a realistic source allocation procedure for police poli­ cymakers and directors. The publication records the result of present police source allocation practices and describes the most important examine reports that experience pointed out a necessity to restructure police box operations. It very usefully outlines the advance and nature of allocation strategies and ana­ lyzes the political contexts which impact source alloca,., tion. After describing making plans on the local point that are supposed to tell the allocation technique, the writer presents a finished "planning-budgeting-resources allocation" method of coping with a efficient police division. This finished strategy is illustrated via an account of the Manpower Allocation overview approach (MARS), which the writer built and brought within the long island urban Police division in 1972 whilst i used to be commissioner. As i will vii FOREWORD viii attest, the MARS process had sensible application. For the writer, it served as a forerunner to the extra complicated approach he describes during this book.

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Extra info for Crime Control: The Use and Misuse of Police Resources

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This is explained below. , 1977, 1979, 1980). The study'S purpose was to analyze the relationship of response time to the outcomes of on-scene criminal apprehension, witness availability, citizen satisfaction, and the frequency of citizen inju- 38 CHAPTER 2 ries in connection with crime and non crime incidents, and to identify problems and patterns in reporting crime and requesting police assistance. Through the use of civilian observers, analysis of communications center tapes, and interviews with victims and witnesses, approximately 7,000 citizen-generated calls for service processed through the system were analyzed.

To what extent can a police agency manipulate or manage the level of calls for service? To what extent can it defer requests for service, and to what extent can it reduce field service? Traditionally, the demand for police services has been accepted as given, and police administrators have taken it as their task to allocate the corresponding supply to meet the given demand. The Wilmington Management of Demand (MOD) project succeeded in actively managing the demand pattern for police services to achieve an optimal supply pattern.

Thus began a paper delivered at Cambridge 35 36 CHAPTER 2 University in 1979, specifying how police agencies could build on the police research questions and pointers to reshape the nature and upgrade the caliber of police field services. "Police agencies are at the beginning of a revolution in operating practices. The question is not whether the revolution will occur but how long a period is required for percolation" (Farmer, 1978). This message is summarized by describing research undertaken since the early seventies on police field operations.

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