The description of each model addresses its philosophy, organizational structure, management policy, and operational strategy and tactics. The enforcement model focuses on the control of crime and the enforcement of the law. It has clarity of purpose and requires little from the public other than consent and tax revenue. Its hierarchical organization is not suited to other demands on the police, and it is not highly successful in achieving the goals it sets for itself. In the service model, policing priorities are set in consultation with the public. It requires an organizational structure that permits planning to take account of frequent changes in priorities. This model must constantly re-think the balance of effort expended on crime control, order maintenance, and general services. The community model gives precedence to maintaining order and public tranquility over crime control, with the police and the community sharing responsibility for dealing with crime and disorder. It emphasizes the role of patrol officers, who have long-term assignments to particular beats and partnerships with local social agencies. The organizational structure must accommodate the demands of teamworking. The author advises that there is no perfect model of policing, and it is probably necessary to borrow elements from each model to arrive at a police service that meets all the demands of the public. 7 references