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10 IPC Review 3 The final hurdle is the challenge of implementation. There is general agreement that prevention planning should adopt a problem-solving approach. There is also an emerging appreciation for the importance of responsibility centres in guiding and directing this work and facilitating the collaboration of all the participants. The problem is that crime prevention remains very much the “poor cousin” of the criminal justice system. It is one thing to set out to design and implement a comprehensive prevention strategy and to assess its efficiency and its effectiveness – it is an altogether different thing to try to do this “on the cheap”. Fortunately, there is a growing body of knowledge and lessons that has emerged as a result of experiences elsewhere. Two of the articles in this issue, those by Peter Homel and by Enver Solomon, review recent experiences in England and Wales, Australia, New Zealand and the United States. Both authors provide insights on what to do and what not to do. Neither would assume that the programs from one place can be easily transferred to another. However, given the influence that initiatives in these countries have had in Canada (especially in the case of England and Wales), careful consideration should be given to the lessons they have learned and to the cautions they raise about going in the same directions. We have attempted to launch such a discussion by inviting representatives from the federal, provincial and territorial, and municipal orders of government to reflect on what the work of Homel and Solomon might mean for Canada. We have also asked Margaret Shaw from the International Centre for the Prevention of Crime to asses how this work relates to what has been learned from other countries. Their replies are provocative, and they raise some concerns about whether Canada is going in the right direction. BUILDING A CANADIAN CRIME PR EV ENTION STR ATEGY: LE A R NING FROM OTHER COUNTRIES In the end, and in spite of over twenty years of commitment and engagement in prevention, the potential for delivering on its promise still seems far away. Our hope is that the articles in this issue will contribute to more public and inclusive discussions and debates about how we can move forward toward an effective and accountable national crime prevention strategy. Such a strategy must concentrate our energy and resources where they are the most needed, provide adequate and sustainable resources to assure the work gets done, and engage the public in this work. Our hope is also that we do this before prevention gets permanently relegated to the fringes of social and justice policies and practices, and its promise gets swallowed by an over-zealous commitment to reactive approaches to crime and victimization.
Volume 3: pages 13–39 March/mars 2009 www.ipc.uOttawa.ca Revue de L’ IPC R E V I E W Lessons for Canadian Crime Prevention from Recent International Experience Peter Homel Research Manager for Crime Reduction and Review, Australian Institute of Criminology 1 & Professor, Key Centre for Ethics, Law, Justice and Governance, Griffith University Résumé Cet article identifie huit principaux éléments de la pratique contemporaine de la prévention du crime qui semblent être associés à la baisse ininterrompue de la criminalité dans la plupart des pays développés de l’Ouest et examine leur pertinence pour le Canada. Parmi ceux-ci, nous trouvons : la collaboration intersectorielle pour mettre en place des interventions multiples et intégrées; un accent sur l’approche de résolution de problèmes; des stratégies fondées sur des données probantes; et des initiatives dirigées par le niveau central mais mises en œuvre au niveau local. La conclusion est que le succès des initiatives canadiennes courantes exigera un leadership national, un cadre d’analyse cohérent et flexible fondé sur la recherche et des pratiques ciblant des résultats qui sont surveillées et communiquées de manière transparente. Tout ceci devra être appuyé par des ressources adéquates et stables, par le développement organisationnel et la formation professionnelle, par la dissémination de pratiques efficaces et une stratégie pour promouvoir l’engagement du public. 1 The opinions expressed in this paper do not necessarily reflect the views of the AIC or the Australian Government.
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