By David John Farmer
The query of ways to exploit police assets productively, par ticularly during this period of tight municipal budgets, is an incredible con cern for police chiefs and others answerable for crime keep an eye on. In Crime keep an eye on: The Use and Misuse of Police assets, David J. Farmer presents new insights into this query and sug gests a realistic source allocation process for police poli cymakers and directors. The booklet records the result of present police source allocation practices and describes the most important study reports that experience pointed out a necessity to restructure police box operations. It very usefully outlines the improvement and nature of allocation strategies and ana lyzes the political contexts which effect source alloca,., tion. After describing making plans on the local point that are meant to tell the allocation procedure, the writer offers a entire "planning-budgeting-resources allocation" method of handling a effective police division. This accomplished procedure is illustrated via an account of the Manpower Allocation evaluation process (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 be able to vii FOREWORD viii attest, the MARS procedure had sensible application. For the writer, it served as a forerunner to the extra intricate method he describes during this book.
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Additional info for Crime Control: The Use and Misuse of Police Resources
The second is the capacity for mobilizing and leading agencies and individuals in order to achieve order enhancement, with an emphasis on working not only directly but also indirectly through other societal organizations. This we will call Policy Leadership. The third is the capacity for utilizing research results and new perspectives as much as possible in its thinking about its "doing" activities-the capacity for being creative. This we will consider under the heading of Policy Administration.
These plans would be realistic in addressing order maintenance problems proactively, rather than on the reactive basis now so common. They would provide not only for programmatic activity and community initiative, but also for whatever institutional adjustments (for example, in the working of the criminal justice system) are helpful in realizing CRIME AND POLICE RESOURCES: A POLICY AGENDA 21 objectives. This would entail the new police agency having more than merely the skill to help the community develop the total cost-benefit (social as well as economic) implications of alternatives in maintaining various order levels at particular locations, and identifying optimal mixes of resources utilization.
The Police Foundation also reported (Pate, 1976) on three surveys finding no relation between response time and arrest rates, contrary to Herbert Isaac's research for the 1967 President's Commission. It indicated that citizen satisfaction depended not on rapid response, but on the difference between observed and expected response. Faced with these research results, some agencies have begun-and all should begin-to introduce a differential police response strategy. Whether or not the same title is used, such a strategy is based on the notion that police response should be tailored both in character and timing to the nature of the situation.