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Rudolph Giuliani s cleanup of Times Square has caused it to lose its character and zest Usually, they compare the new Times Square, long a haven of bars, prostitutes, and strip joints, to a sort of midtown Manhattan Disneyland, suitable for family entertainment, but bland A counterpoint is offered, however, by the observation that the new Times Square now draws 30 million tourists a year31 The objective, following Kelling, is an attempt to prevent deterioration to the point that higher crime rates will almost surely follow As he puts it, it is an attempt that should lead to high levels of police activities, but decreasing numbers of arrests That is, once it becomes clear that certain behaviors are no longer tolerated, arrests should go down 32 It is important to understand how Kelling views arrest rates in a broken windows strategy environment.

(9.39)

2:5:10

He supports a higher number of arrests for lesser offenses, if that ultimately means a lower number of arrests for serious offenses, to make the point that the police and the community have decided that certain types of behavior are unacceptable Or, as he puts it, So if it means we re going to be jailing more people for short times, but in the long haul we re not going to be imprisoning people for long periods of time, I ll live with that 33 Kelling also addresses issues of organizational continuity, which he believes are highly important to the effective implementation of any crime reduction strategy This, he believes, can be a problem, particularly in cities and departments with a history of somewhat rapid turnover at the top He notes, for example, that the average tenure of a New York Police Commissioner is usually about two and one-half years.

This subsection provides a list of activities and division of responsibilities within the CALPX energy market. 1. Day-Ahead Load Forecasting and Demand Bidding This aspect of day-ahead operations worked nearly the same as the market design of 7, with the exception that the market organizer was the CALPX, not the CAISO. Both retailers and the CAISO had a stake in the load forecast and accordingly performed their own forecasts. The retailers determined their requirements in a day-ahead forecast and informed the CALPX of their day-ahead procurement requirements. The CAISO also developed its own forecast so that it could arrange appropriate resources for operating the grid. Retailers provided the CALPX with load schedules that are the same as those described in 7. Table 7.1 is reprinted below. 2. Day-Ahead Supply Offers into Energy Markets Producers provided the CALPX with the price of their supply resources. The form of bidding varied greatly from that of 7, where offers were entered as operational parameters. In the CALPX market, suppliers provided an hourly schedule of prices and volumes similar to Table 11.1. 3. CALPX Unconstrained Day-Ahead Hourly Price and Supply Request The market clearing price was set by the exact process that is illustrated in Section 4.3. There, a dispatch schedule is set by stacking up the units in merit order and selecting the units from least costly to most costly until the forecasted load is satis ed. The CALPX stacked up the supply bids in merit order and accepted the bids

(3.1)

Those programs that have survived turnover in New York and elsewhere are usually the result of a long-tenured executive or the grounding of the program so effectively into the culture of the department and the community that it is resistant to change at the top34 The final development in the resurgence of the effectiveness of American policing involves not only a theory, but also our old friend, the computer Police departments, particularly big city police departments, can have thousands, perhaps tens of thousands, of officers, plus administrative and support personnel They are small communities with their own histories, cultures, and ways of doing things While they can be highly resistant to change, they can also be remarkably difficult to maneuver They have been likened, in this regard, to aircraft carriers.

Raiffa, H, and Schlaifer, R (1961) Applied Decision Theory Cambridge, MA: Harvard University Press Ramaswami, V, and Lucantoni, D (1979) On the merits of an approximation to the busy period of the GI/G/1 queue Management Science, 25, 285 289 Ramaswami, V, and Neuts, M F (1980) Some explicit formulas and computational methods for in nite server queues with phase type arrivals Journal of Applied Probability, 17, 498 514 Reid, N (1988) Saddlepoint methods and statistical inference (with discussion) Statistical Science, 3, 213 238 Reid, N (2003) Asymptotics and the theory of inference Annals of Statistics, 1695 2095 Resnick, S (1992) Adventures in Stochastic Processes Boston: Birkhauser Ross, S (1988) A First Course in Probability, 3rd edition New York: Macmillan Samuelson, P A (1947) Foundation of Economic Analysis Cambridge, MA: Harvard University Press Satten, G A, and Longini, I M (1994).