Conclusions drawn from each chapter of the book include: (1) progress and fundamental change in social policy and crime policy takes longer than expected; (2) the theoretical basis of situational crime prevention and problem-oriented policing is strong and robust; (3) for a variety of technical, managerial, and social reasons, implementation is not simple; (4) based on experience and knowledge, the sources of project failure are generally well understood; (5) programs seem more vulnerable to failure than projects; (6) programs to implement standard solutions are especially vulnerable; (7) strong and committed leadership is vital to the success of crime prevention programs; (8) there needs to be a fit or congruence between the intentions of those who promote crime prevention projects and those who must implement them; (9) partnerships are essential to the success of many crime prevention projects but partnerships must be managed or they can doom the project; and (10) a system of apprenticeship is recommended where tacit knowledge (knowledge learned while practicing with an accomplished practitioner) can be passed on. Crime prevention has made rapid progress during the past two decades; this is especially true of situational crime prevention and problem-oriented policing. However, both of these crime prevention approaches share a weakness. They have neglected implementation. All the chapters in this book have been written by academics with a history of interest in crime prevention, most directly involved in the implementation of these two approaches. The academics draw attention to the complexity of implementation and focus on the need for strategic thinking to avoid common problems. They look at experience with practical crime prevention programs that work and what should be done to ensure success in crime prevention. Tables and references