ABSTRACT
Until the formation of Crime and Disorder Partnerships in the UK, it was generally assumed that decision-makers were only found within the police service. The clients for most intelligence products were detectives and investigators working on specific cases, and there was a strong tactical focus with most of the output from analytical units. Now we have the UK National Intelligence Model (NIM) – predisposed as it is to strategic products geared towards higher-ranking police officers – and a growing recognition, through mechanisms such as problem-oriented policing and greater collaboration with industry and other crime preventers, that working outside the police is a viable alternative to achieving crime reduction goals. Given that the hegemony of lower-ranked officers as the predominant clients for crime intelligence products is slowly being eroded, this chapter begins by examining the vital question of who are the new decision-makers in the criminal justice and crime reduction universe.
