Full Description
Situational crime prevention and problem-oriented policing (POP) have made rapid progress during the past two decades. But these two related approaches have in the past neglected implementation, the stage when prevention measures are put into practice. The contributing authors to this volume are all researchers with a long-standing interest in crime prevention, who have also been directly involved in implementing situational or problem-oriented projects. Their chapters provide both practical guidance and general principles concerning how to get the most out of crime prevention projects. Chapter topics include: lessons derived from POP projects; the role of project management in community safety initiatives; conflicts and tensions in implementing crime reduction measures; a case study of POP implementation without self-interest; how central agencies should support local programs; mistaking tactics for strategy in crime reduction initiatives; lessons from England on success and failure; mindsets, set minds and implementation; and, guidance and good practice in crime prevention.
Contents
Implementing crime prevention: Lessons learned from problem-oriented policing projects (Scott); The role of project management in implementing community safety initiatives (Brown); Implementing crime reduction measures: Conflicts and tensions (G Laycock); What is there to gain? A case study in implementing without self-interest. (J Knutsson); Joining up the pieces. What central agencies need to do to support effective local crime prevention. (R Homel); Not seeing the wood for the trees: Mistaking tactics for strategy in crime reduction initiatives (M Hough); Implementation failure and success: Some lessons from England (K Bowers and S Johnson); Mindsets, set minds and implementation (K Pease); Guidance and good practice in crime prevention (N Tilley).
