Before any major change in a subdivision's policing strategy is implemented, the need for that change must be documented. This documentation can derive from community attitudes and perceptions as well as incident and crime patterns. Generally the impetus for a change in strategy should come from the subdivisional staff instead of being imposed by a headquarters department. There is a strong temptation to adopt schemes that have been successful in other jurisdictions without first considering their relevance to the circumstances of the jurisdiction into which they are being imported. Headquarters departments should be used as consultative and advisory sources. As recommended by the Scarman Commission, local consultative committees should be established at the subdivisional level. Composed of both citizens and police officers, the purposes of this committee would be to ensure dialogue between the police and the community served and to make visible such dialogue. If the concepts of problem identification and community involvement are to be realized, subdivisional management teams must be provided with a first class source of factual information. This requires a management information system that can provide accurate, up-to-date information about the crime level, accidents, disorders, and other incidents within the subdivision. It will also be necessary to conduct routine statistical analyses of data to determine significant trends and variations. Policing methods briefly described include intensive policing, specialist squads, split-force policing, team policing, decentralization of authority, community relations, crime prevention, internal communications, and situational policing. Thirty-two references are provided.