The thefts from residential construction sites were difficult to deter and proved resistant to conventional police methods. Specifically, kitchen appliances were being stolen from houses under construction. The 2 year project was undertaken by the Charlotte-Mecklenburg Police Department. A detailed analysis of security practices and risks of theft was made for 25 builders operating in 1 of the police service districts north of Charlotte. It was recommended that installation of appliances be delayed until the new owners had taken up residence. Twelve of the large builders agreed to experiment with this approach for a period of 6 months. Systematic checks were made by the police throughout the period. Builder compliance was variable. Delaying installation of appliances until occupancy removed the opportunity for theft. The evaluation showed that builders that followed this practice were likely to reduce their risks of appliance burglary. Rates of these offenses were considerably lower for builders that delayed installation for a high proportion of their houses. If problem-oriented policing is to become a standard method of doing police business, it was learned that the police will have to become accustomed to measuring the success of their efforts over a longer period of time. They will also have to find ways to justify the use of the resources required to produce such positive results. To obtain the maximum benefit from the project, police must not be content with reductions in the local problem, but be prepared to invest additional effort in documenting and disseminating the results. The wider benefits of local action should be included in any assessment of the costs and benefits of the action. The most common form of hot spot mapping should be supplemented with carefully developed information about the environment being mapped. An evaluation design that would permit definitive conclusions about the value of the response must be used. Crime analysts must be brought more directly into the management of a police agency to become involved in in-depth analysis of the effectiveness of the agency in dealing with specific problems. 5 tables, 31 references, appendix