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Implementing Crime Reduction Measures: Conflicts and Tensions (From Putting Theory to Work: Implementing Situational Prevention and Problem-Oriented Policing, P 65-88, 2006, Johannes Knutsson and Ronald V. Clarke, eds. -- See NCJ-215265)

NCJ Number
215268
Author(s)
Gloria Laycock
Date Published
2006
Length
24 pages
Annotation
Utilizing a case study on the complex issue of prostitution, this chapter examines the conflicts and tensions associated with the implementation of crime reduction measures and suggest that these conflicts and tensions cause major obstacles in achieving effective action.
Abstract
British Telecom (BT) has a substantial network of public payphones in the United Kingdom in the streets and in commercial premises. Since the 1980s, some BT payphone kiosks have been increasingly used to advertise the services of prostitutes. With few legitimate ways to advertise their services, prostitutes utilize the kiosks to place their cards, known as “carding.” Prostitutes argue that they are providing a service which is in demand and avoiding the dangers of street prostitution. However, BT now felt victimized, in that it degraded their kiosks, as well as worried the public and was unattractive to the public. In addition, communities take exception to the presence of prostitutes on the street and that vulnerable people are drawn into prostitution, as well as the drugs, violence, illegal immigration and pimping that are part of this scene. What is clear is there are complex and conflicting interests involved. BT, a major international company attempted to implement a crime reduction policy to remove the cards through targeted programs. However, most have been ineffective. This case study illustrates some key features from a prevention implementation perspective, which need to be addressed. These features include: (1) defining the problem and recognizing the full extent and complexity of carding; (2) from a financial standpoint and due to commercial interests, call barring is not viable option; (3) identifying effective leverage; (4) identifying the victim; (5) continuity and clarification of staff; (6) who is taking responsibility for the implementation of a prevention program; and (7) who should assign responsibility and identify competency. Tables, references