NCJ Number
204059
Date Published
2003
Length
29 pages
Annotation
After describing the theory of the market-reduction approach (MRA) for countering property crime, this chapter draws on the evaluations of two British problem-oriented policing projects that based their development and implementation on this theory to reduce property crime.
Abstract
The MRA theory holds that a disruption of the distribution chain and the market for stolen goods will reduce the motivation for stealing items by obstructing the obtaining of financial rewards for theft. Sutton (1998) identified five types of chains within the distribution of stolen goods: from thief to commercial outlet, from commercial outlets to consumers, from thief to consumer (hawking), from thief to network of friends or acquaintances (network sales), and from thief to residential "fence." A project in the south of England based its strategy on Sutton's typology. Given limited police resources, the project addressed Sutton's types of markets sequentially rather than simultaneously as he suggested. The second project in the north of England was less influenced by Sutton's typologies; there was more emphasis on the identification of local problems and closer daily working with the local authority. Some of the first options explored focused on intelligence gathering on the illicit distribution of local "hot property" (computers and pedal cycles). The project investigated the possibilities of installing tracking devices and property marking these items. The findings of the evaluations of these projects indicated that neither intervention had the impact on crime reduction suggested by the logic of MRA theory. Although the logic of MRA theory is appealing, the project found that the steps described in the theory are not simple to implement or measure. Still, some positive practices were developed in connection with each project. One project led to the institutionalization of intelligence collection and analysis not only on thefts themselves but also on what happens to property after it is stolen. The other project committed a team of officers to conduct a thorough analysis of marketplaces for stolen items and identified high-level links with organized crime. Both projects achieved a level of multiagency cooperation that has improved relationships across the board, and both projects learned more about the marketplaces for stolen goods that are operating locally and the possibilities for intervention. Lessons learned pertained to the following: proper identification of specific local problems, an analysis of the elements of the project, the establishment of a baseline of information on stolen property and the market for converting it to cash, the development of appropriate tactics, and the establishment of methods of monitoring activity and evaluating impact. 8 notes and 23 references