Targeting the Markets for Stolen Goods -- Two Targeted Policing Initiative Projects

• NCJ Number: 205448
• Author(s): Chris Hale; Steve Uglow; Liz Gilling; Ann Netten; Charlotte Harris
• Date Published: 2004
• Length: 16 pages
• Sponsoring Agency: Great Britain Home Office Research Development and Statistics Directorate
• Sale Source: Great Britain Home Office
• Publication Format: Book (Softbound)
• Publication Type: Program/Project Description
• Language: English
• Country: United Kingdom
• Note: Home Office Development and Practice Report, 17

Annotation

After describing burglary/theft-prevention projects in two British towns ("North Town" and "South Town") that targeted the disruption of stolen-goods markets rather than the offenders themselves, this report presents the results of a process evaluation of the projects that focused on preparation, infrastructure requirements, and tactics.

Abstract

The North Town project emphasized the collection and collation of intelligence on the local stolen-goods markets, using intelligence analysts from within the force. It also used an experienced academic as a researcher. Sources of intelligence included second-hand dealers, the second-hand advertisement press, and research with offenders. The South Town project also emphasized the collection and collation of intelligence on the local stolen-goods market; however, the interventions showed a more systematic approach in disrupting the market by warning the public about the consequences of buying stolen goods and keeping complete and accurate records on stolen and recovered property. Regarding the findings of the process evaluation, the study concludes that it is essential to collate all pre-existing information on local stolen-goods markets to inform decisions on which marketplaces to target; continual monitoring of the markets is necessary to detect any changes. Aims and objectives must be clear and complementary, and there must be a realistic estimate of technical, research, and analytical capabilities. Mechanisms for monitoring outcomes must be developed, and the project must be integrated into existing police intelligence operations. An analysis of infrastructure requirements led to the advice that multiagency cooperation and objectives must be negotiated and a steering committee established to improve collaboration. A project manager from outside the police force can ensure focus and accountability. A police operations manager with tactical skills is essential, and a dedicated squad of officers is required. Regarding tactics, recommendations pertain to the tailoring of interventions to local circumstances, the use of second-hand shop records, undercover infiltration of markets, and careful consideration of how and whether a marketing campaign can contribute to the objectives of the project. Some case studies are provided. 3 references