A NUMBER OF TACTICAL MANAGERIAL ALTERNATIVES ARE CURRENTLY AVAILABLE TO CANADIAN POLICE IN DEPLOYMENT AND RESOURCE ALLOCATION DECISIONS. THESE INCLUDE TRANSFERRING SERVICES WHERE POLICE DO NOT HAVE A COMPARATIVE ADVANTAGE, PROACTIVELY ATTEMPTING TO REDUCE DEMAND FOR SERVICES, DEPLOYING RESOURCES TO MATCH DEMAND, AND EXPERIMENTING WITH OTHER MAJOR FACTORS UNDER POLICE MANAGER CONTROL. IT IS CONCLUDED THAT MOST CANADIAN POLICE FORCES HAVE THE REQUIRED GOOD WILL OF THEIR CONSTITUENCIES TO PERMIT EXPERIMENTING WITH THE RELATIVE COSTS AND BENEFITS OF THESE OPTIONS. FINANCIAL CONSTRAINTS IMPOSED BY ALL LEVELS OF GOVERNMENT, EXPANDING DEMAND FOR POLICE SERVICES, AND FUNDAMENTAL SOCIAL, ECONOMIC AND TECHNOLOGICAL CHANGES WILL HAVE MAJOR IMPACTS ON POLICE OPERATIONS OVER THE NEXT SEVERAL YEARS. LEAVING AN ERA OF BUDGET GROWTH, SENIOR POLICE OFFICERS NEED TO MAKE DELIBERATE CHOICES REGARDING THE ROLES TO BE PLAYED BY THEIR FORCES, AND THE ORGANIZATIONAL STRUCTURES AND TACTICS THEY WILL EMPLOY. BETTER POLICE RESOURCE MANAGEMENT REQUIRES EVOLVING CLEAR GOALS, ROLES, AND OBJECTIVES. CHANNELS OF COMMUNICATION WITHIN THE FORCE, AND BETWEEN THE FORCE AND THE PUBLIC, ARE CRUCIAL REQUIREMENTS. IN THE FUTURE, COMMISSIONS AND COUNCILS WILL BE EXAMINING POLICE PROGRAMS IN TERMS OF THEIR IMPACT UPON THE PUBLIC; UNLESS THESE IMPACTS ARE EXPRESSED IN THE FORM OF UNDERSTANDABLE PROGRAMS AND OBJECTIVES, FUNDING WILL BE FURTHER JEOPARDIZED. A DIAGRAM AND FIVE REFERENCES ARE INCLUDED. THIS REPORT IS PRESENTED IN ENGLISH AND FRENCH.