NCJ Number
86286
Date Published
1981
Length
17 pages
Annotation
The experiences of Seattle, Wash., and New Haven, Conn., demonstrate that government executives' coordination of a total antiarson mobilization holds enormous deterrent potential.
Abstract
Most criminal justice agencies have difficulty in combatting arson because of the reactive nature of the enforcement response. Because most common arson motives -- revenge, pyromania, vandalism, concealment of another crime, extortion/intimidation, and arson-for-profit -can be identified along with the conditions that spawn them, arson prevention is a realistic possibility. An important instrument in arson prevention and investigation is an Arson Information Management System, which contains environment-based information, premises-based information, and perpetrator-based information. The government executive considering the adaptation of such a system to a local arson problem must consider how the general dynamics of the local arson problem relate to the model information system being considered. New Haven provides some insights into the progress that a local jurisdiction can make in combatting arson when the mayor takes charge. An executive task force recommended creation of a joint police-fire department arson squad, arson training for fire and police investigators, and development of a fire and arson information system. Each recommendation was implemented. Concern for arson at the executive level also heightened general interest in the problem in the city, as reflected in local media coverage of the problem. In Seattle, Wash., the fire chief developed a citywide program to improve arson investigation. He involved the local insurance industry and used the media to inform citizens and potential arsonists about arson investigations and arrests as well as prevention activities and training programs. Thirteen references and seven footnotes are provided.