Evaluating a new computer-based system for face recall

The Computer-Aided Design Centre has developed a new face recall system which enables a witness to construct the image of a suspect on a television screen. The system currently uses the Photofit library and method of construction. Likenesses of target faces produced by subjects (n=36) using the new system were compared to conventional Photofits produced by a second group of subjects (n=36) of the same targets. There was no difference on any of the three measures employed in the assessed quality of the likenesses produced by Photofit and the CADC System. Both systems tended to produce more recognizable composites when construction was carried out in the presence of the target compared to its absence. Composites made from memory on the initial trial were marginally better with the CADC System than with Photofit. While both systems showed low absolute accuracy, they enjoyed a measure of success in transmitting a likeness of a facial type. It is concluded that while the CADC system shows promise, psychological constraints upon witnesses' powers of recall may place limits on the absolute accuracy achievable with any system of face reconstruction.These experiments were financed by grant No. POL/73 1675/24/3 from the Police Scientific Development Branch of the U.K. Home Office. Points of view expressed in this article are solely those of the authors and do not necessarily reflect the opinions or positions of the funding body. Our gratitude and thanks are due to Tony Kitson and Clive Holloway for their many hours spent developing and operating the CADC system; Jean Shepherd for her skills as a Photofit operator; the Computer-Aided Design Centre; and the MRC Applied Psychology Unit, Cambridge for facilities and subjects.     

Preparing to lead: Mayoral transition planning in Canadian cities

Transition teams are often used to help Prime Ministers and Premiers move into their new roles. At the municipal level, the use of transition teams is relatively new. As such, we know little about what these groups do in comparison to federal and provincial transition teams. In this article, we examine mayoral transition teams and find that the increased use of these groups is a reflection of the enhanced organizational complexity of Canadian local government. Additionally, local conditions and candidate experience often dictate the shape and function of transition teams. Overall, we argue that more resources should be devoted to the municipal transition process.     

America First? Trump,Crime, and Justice Internationally

ABSTRACT

“America First,” as presented by President Trump, argues for an international strategy that persistently places America’s interests above those of anyone or anything else. Consequently, Trump has reshaped the international perceptions of the United States and has created more difficulties for the U.S. in coordinating of global leaders in resolving complex issues in the world. This essay reflects on how Trump and the United States are viewed internationally, the impacts of Trump’s anti-immigrant and pro-White nationalist rhetoric, Trump’s responses to humanitarian crises around the globe, and the potential impact of Trump’s stance on global climate change. Given these considerations, it is questionable whether “America First” policy has made “America Great Again” in the eyes of the world.     

Film and lantern lectures

The Dutch East Indies. By Amry Vandenbosch. University of California Press. 1941. (Second Edition.)

Wanderer Between Two Worlds: An Autobiography. By Norman Bent‐wich. 8/1/2>” x 5/3/4>”. Pp. vii+358. Kegan Paul, Trench, Trübner and Co., Ltd. 12s. 6d.

Gertrude Bell. By M. R. Ridley. Blackie. 206 pp. Map. Four illustrations. 3s. 6d.

Modern Iran. By L. P. Elwell‐Sutton. Pp. xii+234. Illustrations, maps and plans. Routledge. 1941. 12s. 6d.

Ruz‐gar i Nau. A quarterly illustrated magazine in Persian. No. 2, Autumn, 1941. New York: Doubleday, Doran and Co., Ltd.; London: Hodder and Stoughton. is. net or 20 cents.

Turkey and Britain, is.

This Impertinence. By Peter Arnott. Jenkins. 12s. 6d

Soviet Asia : Its Records and its Problems. By E. S. Bates. Pp. 191 and a map. Jonathan Cape. 8s. 6d.

Green Prison. Twenty Years in Thailand. By W. Leigh Williams. 8/1/2>” x 6”. Pp. 352. Illustrations. London. Herbert Jenkins. 12s. 6d.

The Earth is the Lord's. A novel by Taylor Caldwell. Pp. 400. Collins. 19.41. 9s. 6d.

Genius of Friendship:T. E. Lawrence. By Henry Williamson. 10/1/4>” x 6/3/4>”. Pp. 78. Faber and Faber. 12s. 6d.     

Streams,springs, and stones: Ontario public service reform in the 1980s and the 1990s

Abstract: Since the era of reform triggered by the Committee on Government Productivity during the early 1970s, there has been surprisingly little writing about public service reform in Ontario. This article surveys developments since the early 1980s, reviewing the changes that occurred during the Davis, Peterson, and Rae governments pertaining to the structure and integrity of the public service, human resource development, relocation, accountability regimes, reorganization and restraint initiatives, to name only a few. We review the rise and fall of the Tomorrow Project, and how the Rae government developed an interest in public management issues as part of its policy and restraint agendas. As a frame for our analysis, we invoke the metaphor of “streams, springs, and stones” to convey not only the breadth and complexity of public service reform but also its enduring themes and issues. Sonirnnire: Depuis l'époque des réformes déclenchées par le Comité sur la productivité gouvernementale vers le début des années 1970, curieusement peu d'auteurs se sont penchés sur la réforme de la Fonction publique en Ontario. Cet article s'intéresse à l'évolution qui s'est produite depuis le début des années 1980, examinant les changements survenus sous les gouvernements Davis, Peterson et Rae en ce qui concerne la structure et l'intégrité de la Fonction publique, le développement des ressources humaines, les déménagements, les régimes d'imputabilité, ainsi que les initiatives de reorganisation et d'austérité, pour ne citer que ceux-là. Nous analysons la montée et la chute du Projet “ Demain ” et comment le gouvernement Rae a commencéà s'intéresser aux questions de gestion publique dans le cadre de son programme oû figuraient l'austérité et la définition des politiques. Pour encadrer notre analyse, nous faisons appel à la métaphore des “ courants, sources et pierres ” pour indiquer non seulement l'ampleur et la complexité des réformes de la Fonction publique mais aussi sa probématique et ses thèmes permanents.