The Systems Approach to Crime and Drug Prevention: A Path to Community Policing. Bureau of Justice Assistance Bulletin Volume 1, Issue 2.


MENU TITLE: BJA Bulletin: The Systems Approach to
Crime and Drug Prevention: A Path to Community
Policing
Series: BJA
Published: September 1993
17 pages
32,962 bytes

Bureau of Justice Assistance Bulletin
Volume 1, Issue 2

The Systems Approach to Crime and Drug Prevention:
A Path to Community Policing

The Bureau of Justice Assistance (BJA) announced in
1985 that it would issue grants for a "law
enforcement-based crime prevention program . . . to
demonstrate the importance of crime prevention as a
major police activity of equal professional stature
to patrol and investigative activities in the
country's major police and sheriff's departments."1 
The initiative led at least two of the
demonstration sites2--Knoxville, Tennessee, and
Tucson, Arizona--into what today can be
characterized as a community-based,
problem-oriented style of policing.

In a draft Implementation Guide it submitted in
1991,3 the Knoxville Police Department cited two
examples of the success of this approach:

o In a public housing community there was a street
called "Deal Street" to which 1,200 cars daily
would come to buy or sell drugs, "driving through
as they would at a fast-food restaurant."  Through
teamwork and environmental design techniques, the
city installed speed bumps, concrete barriers, and
additional lighting; closed streets; and gave the
neighborhood a general cleanup.  Now only 50 cars a
day come into the neighborhood and children play
outside once again.

o When another Knoxville neighborhood became
notorious for prostitution and its accompanying
problems of drugs, armed robberies, and theft,
interagency teamwork shut down the motel around
which the prostitution centered.  Criminal activity
dropped by 75 percent.

Three-phase program

The first phase of the demonstration program in
each city was to integrate crime and drug
prevention activities into all law enforcement
operations.  

In phase two, each police department developed
working partnerships with its city's other
government agencies, community groups, churches,
and schools.  The communities learned what tools
they had at their disposal and developed plans of
action specific to the needs of individual
neighborhoods.

Phase three saw the programs swing into high gear
and into new neighborhoods.  Citizen volunteers
operated drug demand reduction programs. 
Architects were challenged to develop continuing
programs of crime prevention through environmental
design (CPTED) or Safe by Design techniques. 
Police also expanded the activities of their crime
analysis units to support local problem-solving
efforts.

Every six months, BJA held "cluster meetings" for
the four sites participating in the demonstration. 
These meetings were designed to:

o Monitor program performance.  

o Provide training and technical assistance.

o Provide a forum for the exchange of information
among the sites to improve their programs through
peer technical assistance.

In addition, the sites were used to share
information with other BJA-funded demonstration
program sites.

Phase one:  Integrated prevention effort

The phase one objective was to integrate crime and
drug prevention activities into all law enforcement
operations.  Although in Tucson, this new policy
concentrated first on the Midtown police district,
one of four police districts, crime prevention was
declared an emphasis of the entire police
department, a part of (rather than apart from)
patrol and investigation.  No longer shunted to a
small, specialized unit, prevention became a goal
of all officers, uniformed and plain clothes, and
the subject of specialized training for all.

This first phase began for Tucson in April 1987. 
By April 1988, the Tucson Police Department was
able to adopt a new mission statement:

The mission of the Tucson Police Department is to
serve the public by furthering a partnership with
the community to protect life and property, prevent
crime, and resolve problems.4

In Knoxville, the Police Department said, "For law
enforcement, involvement with this process means:

1. Emphasizing a proactive response toward
residents' fear of crime and victimization.

2. Enriching line officers' jobs with greater
community interaction.

3. Emphasizing the police officer's role in a
general human service network rather than as
someone who appears only when there is a problem.

4. Sharing the burden of solving neighborhood
problems with other community agencies and
community groups.

5. Improving citizen/police 
interaction.

6. Expanding the scope of traditional crime
prevention activities.

7. Elevating the professional stature of crime
prevention activities.

8. Providing a simple, straightforward process to
effect systematic improvements in the delivery of
services.

9. Developing police strategies based on
interagency information-sharing and on research
findings--rather than belief or myth--to verify the
effects of community involvement on levels of fear
and victimization.  Many elements of the systems
approach described above are found in community-
and problem-oriented policing.'"5

Training programs

Although Louisville, Kentucky, is a fair distance
from Knoxville, the training element in Knoxville's
implementation was aided by the location at the
University of Louisville of the National Crime
Prevention Institute, which offers a 40-hour course
in basic crime prevention, including the use of
locks, lighting, alarms, and security surveys. 
This training was provided not only for line police
officers, but for others in the community as well:

o Mayor.

o Chief of Police.

o Fire Chief.

o Housing Director.

o Juvenile judges.

o City council members.

o School board members.

o Neighborhood leaders.

o Community action group leaders.

o School resource officers.

In addition to the basic course, selected
individuals could seek specialized study such as
the following: 

o The National Crime Prevention Institute's class
in CPTED or Safe by Design.

o The Office of Juvenile Justice and Delinquency
Prevention (OJJDP) classes in the Serious Habitual
Offender Comprehensive Action Plan (SHOCAP) and
other policy and procedural courses on youth
services.

When the Institute for Social Analysis conducted a
national evaluation of the systems approach to
crime prevention demonstration, it cited
Knoxville's minimum of 40 hours training per
officer as the most thorough training program of
any of the four sites.6

For training in Tucson, the police department's
video production unit prepared an introductory
videotape, The Enhanced Crime Prevention Program,
and five self-paced training modules for study
during normal duty hours.  A crime prevention
specialist was available to answer questions.  In
addition, officers were required to attend program
meetings such as those of Neighborhood Watch.  By
November 1987, all officers in the central patrol
unit of the Operations Division Midtown were
qualified for such duties as residential security
surveys, formerly the province of a specialized
crime prevention unit.  

Meanwhile, Tucson created a crime analysis unit. 
In August 1987, a full-time crime analysis officer
was assigned, supported by the existing planning
and research unit, and computer hardware for crime
analysis was installed.  In rapid succession, the
analyst took theoretical, software, and practical
courses from the Institute of Police Technology and
Management.  The new unit set up six data bases--
burglaries, suspects, offenders, field interviews,
modus operandi, and pawn tickets--and trained
officers in how to use them and how to help prepare
the computerized "pin-maps" of burglaries.

At the same time, the department was encouraging
initiation of documented positive contact with
citizens during officers' uncommitted time.  In
this contact, the most popular citizen suggestions
for improving police performance were for more
patrols and faster response.  When the crime
analysis unit reported a rising burglary rate,
however, instead of increasing patrols, police
responded in a nontraditional way by calling a
meeting with area residents.  A mass meeting--
attended by more than 400 citizens--was held, which
was followed by a notable increase in the number of
citizen-generated calls.  The citizen calls
resulted directly in 15 of 17 area burglary
arrests, and the burglary rate dropped 30 percent
virtually overnight.  By the end of phase one,
letters and phone calls of appreciation for police
officers had increased between 300 and 400 percent
in Tucson.

Phase two:  Moving to partnerships

In progressing to phase two, Knoxville sought a
citywide task force that would channel information
and cooperation from, among others:

o All local agencies such as police, fire, schools,
public utilities, housing, juvenile courts, traffic
engineering, and community development.

o Political leaders.

o Nonprofit organizations.

o Grassroots citizens organizations.

o Private sector.

It was important, organizers felt, that the effort
not be labeled "the mayor's program" or "a police
program." All elements of the community had to be
involved, and the most difficult task was to
identify (and enlist spokespersons for) those
groups that might otherwise feel left out or
disenfranchised.  Following formation of this task
force, once its individual members were convinced
that crime and drugs were everybody's problems, an
assessment team--"the A-Team"--was formed to act as
a clearinghouse for community problems.

An interagency information-sharing process was
developed requiring agency policymakers, in
interagency partnership, to profile individual
neighborhoods in order to improve understanding of
a neighborhood's problems and thus aid development
of strategies to solve those problems through
better allocation of resources. 

In phase two in Tucson, creation of neighborhood
task forces--community action teams (CAT's)--was
the primary goal, with education in crime
prevention another phase two emphasis.  

To learn more about crime prevention techniques,
two senior police command staff members together
with top managers of the city's planning,
transportation, and operations departments traveled
to Orange County, California, to meet with
representatives of other cities that were embarking
on programs of crime prevention through
environmental design.  Later, a similar Tucson
interagency group attended a CPTED training course
at the National Crime Prevention Institute in
Louisville, as did a crime prevention officer. In
addition, the Tucson police video unit produced a
new educational slide show about CPTED, Safe by
Design.  

Crime prevention through environmental design
involves the design or redesign of living or
recreational areas through the use of natural and
constructed barriers to reduce criminal
opportunities in the community defined by these
barriers.  Barriers to criminal activity are
created in several simple but important ways:  by
street redesign (closing streets, developing
cul-de-sacs, or adding bumps, turns, or other
obstacles to speed so as to eliminate drive-through
drug markets), by improving lighting, by remodeling
buildings, and by installing protective fencing--
all contributing to territorial definition.  

Meetings with the city planning department and
building safety division resulted in the police
CPTED specialist being added to the municipal
building plan review process.  In December 1988,
the city's director of economic development
requested police advice on planning a major
expansion of the Tucson convention center.

Seeking to deter crime far into the future, police
presented their Safe by Design slide show to a
board meeting of the Southern Arizona chapter of
the American Institute of Architects and to a
design class at the University of Arizona College
of Architecture--their hope and expectation being
that the architects-in-training would carry
crime-reducing principles into their active design
careers and thus make countless neighborhoods
safer.

Neighborhood analyses

In Knoxville at this point, newly acquired crime
analysis capabilities were applied to a new area:
neighborhood analysis.  Whole Knoxville communities
were described in terms of data such as:

o Crime rates and offender information.

o Physical features.

 o Street conditions.

 o Lighting.

 o Recreational areas.

 o Building conditions.

o School statistics.

 o Truancy.

 o Dropout rate.

 o Vandalism.

 o Violence.

o Social information.

 o Children and families at risk.

 o Poverty levels.

 o Welfare.

o Community conditions.

 o Crime underreporting.

 o Neighborhood concerns.

 o Social service needs.

 o Juvenile problems.

o Demographic information (age, sex, ethnicity).

o Land use.

This sophisticated, comprehensive data base
covering the entire city was built around 33 small
areas.  The citywide assessment team would approve
one neighborhood analysis, then move on to a new
one.  This proved to be a mixed blessing.  Although
the analyses came close to the original analytic
goal for the national demonstration, by the time
the team finished all the analyses and began to
design interventions for the first neighborhood,
the original analysis was out of date.

Tucson at first chose only three community areas to
be profiled, its first candidates from which to
select its first target neighborhood.  Police
officers and commanders in the three areas,
however, moved almost immediately to address
problems uncovered in the preparation of their
neighborhood profiles.  As a result, rather than
selecting target neighborhoods based on police
concerns and profiles, Tucson sent more than 800
letters to neighborhood groups inviting them to
apply to have their areas targeted.  Twenty-eight
groups did apply.

Profiles were prepared of each, and from the 28 the
profile team recommended El Cortez Heights, which
the management review team approved.  Five citizens
agreed to serve on the El Cortez community action
team, which developed the following 12- issue plan:

Street lighting.  Dark streets and alleys had
fostered a perception of contributing to increasing
crime.  The neighborhood successfully sought
designation as a lighting improvement district, by
which each homeowner would be assessed $600 to $700
payable over 10 years.

Street signs and traffic control.  The city traffic
engineer's office found that many street markings
were missing or incorrect and many streets lacked
adequate traffic signs, including stop signs and
one-way designations.  The engineer's office
installed the needed control signs and the missing
street designations as well.

Lack of a visible police presence.  An informal
neighborhood survey revealed that residents thought
increased patrolling by uniformed officers would
improve neighborhood safety and that Neighborhood
Watch should be more active.  The patrol district
commander increased uniformed patrol of the
neighborhood and assigned an officer to provide
liaison with the CAT.

Burglary, gangs, drugs.  Residents were concerned
about what they perceived as a rising crime trend,
particularly in residential burglary.  The CAT
recommended buying locks for those who did not
qualify for a "Locks for the Elderly" program and
establishing contact with the police department's
gang unit, major offenders (burglary) unit, and
metropolitan area narcotics trafficking
interdiction squad.   Fifty dead- bolt locks were
purchased, together with tools to install them, and
police helped train neighborhood volunteers to
install them.

Speeding vehicles.  The CAT recommended closing a
major road on the boundary of the neighborhood to
through traffic.  When residents learned that they,
too, would lose use of the thoroughfare, they
withdrew their support for closing the road, so
instead, the city traffic engineer installed
several new stop signs and yield signs.  

Identification and cleanup.  Signs identifying the
neighborhood were purchased to help instill pride
in it.  The neighborhood set up a tool bank of
shovels, rakes, and the like, and high school
students who learned about the cleanup efforts
during a crime prevention assembly volunteered
their labor at about 20 homes, working through the
summer and receiving school credit for their work. 
In addition, more than 60 abandoned vehicles were
found and removed.

Street names and numbers.  Many buildings had
addresses shown incorrectly or confusingly--"North"
when it should have read "East" or street names
other than the correct ones.  The traffic engineer
surveyed the problem and added or changed several
signs.  A troop of Boy Scouts painted address
numbers on the curbs of 145 buildings.

Pedestrian crosswalks.  A busy thoroughfare
bordering the neighborhood lacked any pedestrian
crosswalks by which residents could reach nearby
shopping centers; therefore the CAT recommended one
be built.  The city traffic engineer studied
traffic patterns on the thoroughfare and reported
there was not sufficient pedestrian activity to
justify a crosswalk.   Because of the continuing
citizen interest, however, the project remained
under consideration.  After further investigation,
the city traffic engineer found that,
unfortunately, there was not sufficient visibility
along the thoroughfare to build a safe crosswalk. 
As a result, none was built, but evaluators found
that citizen dissatisfaction with neighborhood
traffic and street problems had declined, many of
the problems having been solved.7

Drug-haven apartments.  Use of a large apartment
complex for drug dealing and other activity created
a public nuisance that disturbed many citizens. 
Several agencies advised the complex owner of
health and safety violations, and the police and
other agencies helped correct the violations
through inspections and cleanup efforts.

Lack of sidewalks.  Neighborhood residents sought a
more adequate system of sidewalks.  The CAT
recommended they seek an "improvement district" to
build the sidewalks in much the same way they
petitioned for a street lighting district.  The
residents accepted the advice and petitioned for a
district that could assess the cost of the
improvements.  Installation of new sidewalks began
two years later, with the city paying half the cost
and assessing the residents for the remainder.

Lack of representation.  Residents of El Cortez
Heights felt unorganized and unrecognized in city
politics.  The CAT recommended that residents form
a neighborhood association for representation in
all matters of concern to the neighborhood.  The
neighborhood association was successfully formed,
although it replaced the Neighborhood Watch group
that originally had asked for implementation of the
systems approach in El Cortez Heights.

An under-utilized park.  The CAT found a park
under-utilized except for drug- and gang-related
activity.  So that the park facilities might better
respond to the needs of the community, the police
department initiated a dialog with the parks and
recreation department and with neighborhood
residents.  As a result of this dialog, the parks
officials set up a series of exercise stations to
increase legitimate activity in the park and reduce
the crime problem through the natural surveillance
provided by those participating in this activity.  

"Crime prevention through environmental design"--a
Knoxville example

Knoxville offered this example of how its crime
prevention through environmental design
partnerships worked:  an area was experiencing
major drug activity against which enforcement
efforts alone were futile.  When the pushers saw
increased police activity, they would simply move
to another nearby street corner.  The police
department in partnership with other agencies
mobilized to take action:

o The service department picked up piles of garbage
and debris and also replaced burned-out and
shot-out street lamps.

o Traffic engineers changed the traffic flow.  They
designated areas to be closed or to become
cul-de-sacs; they added speed bumps and barriers as
needed.

o Codes enforcement personnel determined which
building and merchandising codes were being
violated and acted to enforce them.

o Fire Department inspectors made sure that, with
all the various changes in place, their
firefighters still could reach all the apartments
in an emergency. 

o Parks were changed to encourage appropriate use;
in one park an exercise walking trail was installed
that deterred inappropriate use of the park almost
completely within six weeks.

Faced with this focused attention to the
environment, drug dealing dwindled.  In addition,
CPTED led to the following:

o Training of volunteers to conduct security
inspections.

o Installation, free or at a reduced rate, of
security hardware such as locks.

o Provision of low-interest loans for security
improvements.

o Training of police officers to work with
architects, builders, and planners.

o Surveying of areas for lighting requirements.

o Encouragement of residents to improve alleyways
and paths that police may need to use. 

o Removal of garbage and abandoned vehicles.

o Clear identification of neighborhood boundaries,
enhancing cohesiveness and safety.

Phase three:  Coordinated delivery

Having completed crime prevention training in only
one of its four patrol divisions during phase one,
Tucson next extended the program to the other three
divisions and, to ensure that training would
continue, incorporated crime prevention into its
field training program for all future officers.  

A bigger effort was required for community
education.  Both to stress neighborhood improvement
and to encourage volunteerism, the term "Team
Tucson" was widely used in brochures, newspaper
ads, public service announcements, and "information
guides" that promoted improvement districts,
removal of abandoned vehicles, street repair, and
traffic signs.  The demand-reduction brochure Don't
Get Tied Up With Drugs featured bright orange
shoelaces that unexpectedly became a teen fashion
hit.  "Team Tucson" pins became so familiar they
were even permitted on police uniforms.

Seeking volunteers to augment salaried personnel in
both drug demand reduction and crime prevention,
Tucson also stressed existing crime watch programs
such as Cab on Patrol (taxi drivers calling in tips
to police) and McGruff Homes (scattered safehouses
where children could take refuge).

An amended ordinance enabled the police to use
civilian volunteers (of whom they had 81) to ticket
drivers for violating handicapped parking
restrictions.  So successful was this effort that
the traffic division and fire department started
examining the possibility of having frequent and
flagrant violations of fire lane restrictions
enforced by using volunteers also.

The most common use of volunteers was for office
work, thus freeing paid employees to take on other
assignments.  However, a student helicopter pilot
helped out at the heliport, a certified public
accountant volunteered to work in the police budget
section, and a retired Royal Canadian Mounted
Policeman worked in the "Park Watch" program. 

Neighborhood targeting

To extend its successful phase two efforts, Tucson
decided to target at least one more neighborhood
for Safe by Design activities in phase three, while
continuing its phase two efforts in El Cortez
Heights.  Again, 800 applications were sent to
neighborhood groups.  Nine areas felt they had
problems enough to submit requests for
participation.  The police crime prevention unit
prepared "neighborhood profiles" of each of the
nine.

The Wakefield neighborhood was selected.  In
addition to five neighborhood residents who made up
the CAT, officials of the Tucson Unified School
District and the City of Tucson joined in
identifying problems and developing strategies.

Drug activity 

A survey of Wakefield residents named drug use and
sales as the biggest problem in the neighborhood
and its schools.  Pueblo High School, just outside
Wakefield, already had a Drug-Free School Zone
program, and the Wakefield CAT suggested that the
Wakefield Middle School start one also.  Monthly
meetings were held at the Wakefield Middle School
to train residents in drug-reduction tactics.  To
demonstrate their commitment, two city council
members, the city manager, and high-ranking school
and police officials attended the Neighborhood
Watch "National Night Out" at the school.  

Doing their part, residents, too, worked to build
closer relationships with their neighborhood police
for a drug-free neighborhood.  For example, one
Tucson resident had been documenting activity at a
suspected crackhouse for four months, but did not
know what to do with the information.  He
eventually passed it along to a police beat
officer.  The house occupants shortly thereafter
realized the house was known to police as a
crackhouse and all drug activity there ceased.  The
neighborhood congratulated itself on solving the
problem.

Neighborhood identity

The Drug-Free Zone program at Wakefield Middle
School helped convince the CAT that more needed to
be done to give the neighborhood a sense of
identity.  A contest was held at the middle school
and the high school to develop a neighborhood logo,
which was then posted on 10 signs placed around the
neighborhood perimeter.
  
Graffiti also was a problem, often on walls
adjacent to paved areas with insufficient space for
landscaping.  At one of the worst sites, an art
class from the middle school painted a mural with a
religious and ethnic theme.  The city's operations
department, street division, and sanitation
division joined neighborhood residents on seasonal
cleanup days in the fall and spring to make the
neighborhood look better.

Surveys by the traffic engineering division, aided
by police traffic and community resources
divisions, found that more traffic signs and better
enforcement were needed.  These were provided.  The
city engineer's office, however, found that it
could not approve the recommended closing of an
alley that bisected the entire neighborhood.  A
compromise led to closing one end of the alley to
vehicular traffic, yet leaving the entire alley
open to pedestrians, which brought a significant
reduction in speeding and other traffic violations.

Efforts to enlist professional support from
architects for the "Safe by Design" program
continued--and continued to succeed.  CPTED
principles now are an intrinsic part of the
coursework at the College of Architecture,
University of Arizona.  It appears that training
and support of professional architects have a more
significant impact on design than would legislation
requiring "defensible space."

In addition to the targeted neighborhood activities
in Wakefield and El Cortez Heights, a third Tucson
neighborhood organized a CAT and implemented
several improvements through funding provided by
the Tucson city council.  Beyond that, citywide
anti-drug efforts had a large role in phase three
activities.

Citywide drug efforts

Partly because of its location, Tucson is a major
conduit for the flow of cocaine and other drugs
from Mexico into the United States.  Even before
Wakefield Middle School and Pueblo High School,
drug-free zones were established at the
Amphitheater High and Junior High Schools, the
Flowing Wells High School, the Nailer Middle
School, and the Cholla High School.

An evaluation of the drug-free zone program at
Flowing Wells found a 43 percent reduction in
drug-alcohol incidents and a 36 percent reduction
in marijuana incidents.  Flowing Wells had such a
positive experience in its contact with officers
that the school district requested an off-duty
officer, paid by the district through a U.S.
Department of Education grant, to work four hours
daily as a campus safety officer--not to displace
the assigned drug-free school zone liaison officer,
but to promote campus safety.

Tucson police proposed to identify publicly a
"known drug trafficking area," Mirasol Park, by
posting signs, assigning officers full-time, and
notifying by letter the registered owners of
vehicles seen there that police had spotted their
cars in the area.  However, media attention was so
great that the area residents and police took back
the park from the drug dealers without any of the
letters to vehicle owners ever having to be sent!

When drug activity from the park moved into houses
in the area, the city's community services division
took action to evict the drug-using tenants and
provide the housing to new applicants.

Conclusion

As successful demonstration agencies for the
Systems Approach to Crime and Drug Prevention
grants, the police departments in both Knoxville
and Tucson have welcomed their responsibility to
share information with law enforcement agencies of
other jurisdictions through documentation and
through informal technical assistance.

It should be noted that the Knoxville police,
having already developed explicit reciprocal
agreements with other agencies, used both the term
and the concept "systems approach" before BJA
adopted them for the national demonstration. 
During the BJA demonstration program in Knoxville,
its program director was promoted to chief of
police, thereby adding impetus to cooperative
efforts both within and beyond the police
department.

Tucson developed its systems approach, on the other
hand, from a background of long commitment, both by
its chief and as a department, to the principle of
community policing.

One message both departments have sounded
consistently, however, is that the ideas of crime
prevention and community partnership are related
and that both ideas need to be woven into all
aspects and activities of law enforcement.  The
goal is to change the entire culture of their law
enforcement agencies from a traditional role to one
of community policing.

Sources for further information

Publications cited in the footnotes and other crime
and drug prevention reports are available from the
Bureau of Justice Assistance (BJA) Clearinghouse. 
Contact the:

BJA Clearinghouse
Box 6000
Rockville, Maryland 20850
Telephone: 800-688-4252
FAX: 301-251-5212

Additional information on the systems approach to
crime prevention as a path to community policing,
crime prevention through environmental design, or
both is available from the following sources:

Knoxville Police Department
800 East Church Avenue
Knoxville, Tennessee 37915
Telephone: 615-525-1020
FAX: 615-521-1344

Tucson Police Department
P.O. Box 1071
Tucson, Arizona 85702-1071
Telephone:  602-791-4441
FAX: 602-791-5419

New Haven Department of Police Service
One Union Avenue
New Haven, Connecticut 06519
Telephone: 203-787-6269
FAX: 203-772-7294

Jacksonville Office of the Sheriff
501 East Bay Street
Jacksonville, Florida 32202
Telephone: 904-630-2161
FAX: 904-630-2772

The National Crime Prevention Institute
The University of Louisville
Louisville, Kentucky 40292
Telephone: 502-588-6987
FAX: 502-588-6990

Maggie Heisler, Program Manager
Law Enforcement Branch
Bureau of Justice Assistance
633 Indiana Avenue NW.
Washington, DC 20531
Telephone:  202-307-1065
FAX: 202-616-2421

1. Federal Register, July 26, 1985.

2. The four demonstration sites were Jacksonville,
Florida; New Haven, Connecticut; Knoxville; and
Tucson.

3. Knoxville Police Department, The Systems
Approach to Community Crime and Drug Prevention:
Implementation Guide, July 1991. (NCJ 132541)

4. Tucson Police Department, Safe by
Design,Enhanced Crime Prevention Program Final
Report, December 1991. (NCJ 136042)

5. Systems Approach, note 3 above.

6. Roehl, Janice A., George E. Capowich, and Robert
E. LLaneras, National Evaluation of the Systems
Approach to Community Crime and Drug Prevention,
Final Report submitted to the Bureau of Justice
Assistance by the Institute for Social Analysis,
May 1991.

7. Roehl et al., cited previous note.

The Bureau of Justice Assistance is a component of
the Office of Justice Programs, which also includes
the Bureau of Justice Statistics, the National
Institute of Justice, the Office of Juvenile
Justice and Delinquency Prevention, and the Office
for Victims of Crime.

NCJ 143712