ABSTRACT
This chapter shows the ways in which the dynamics of institutional selectivity within the state shape and reshape social problems. Changes to the Hyde Fire Department (HFD's) prevention mission reflected dynamics of institutional selectivity. The normative order of the HFD reflected a "core–periphery" distinction where fire suppression functions pushed the other functions of investigation and prevention to the periphery of the organization. The Community Inspection Program (CIP) was not designed to become involved in abatement actions, although suppression personnel were expected to make the Bureau of Fire Prevention (BFP) or arson early warning system (AEWS) aware of any obvious fire hazards noted in the field. Fire and police officials blamed the heightened fire and arson risk of the Southside and Midtown districts on "transients, alcoholics and drug addicts". Furthermore, as a matter of training, Arson Task Force (ATF) investigators lacked the training in real estate, banking, and insurance to recognize the existence of white collar wrongdoing.
