Using similarity judgments to conduct a mugshot album search

Mugshot searches fail because the witness must be shown too many photos. Current methods to reduce the number rely too heavily on verbal reports of individual features. This research reports three tests of a new system that augments the presently used tools by having the witness choose photos that are subjectively similar to the target. Each photo thus chosen increases the ranking of every photo in the album that is similar to it, as determined by a similarity network in which the album photos are embedded. Because the ranking of the target itself is usually thus increased, it is soon displayed. The tests used familiar targets, an incidental one, and unfamiliar videoed ones. From 76% to 84% of the “witnesses” reached the target, having viewed 2.4 to 8.5 times fewer photos than they would have had they simply leafed through photos as is traditionally done.     

Changing the Tobacco Use Management System: Blending Systems Thinking with Actor–Network Theory

Managing “wicked” issues like the tobacco epidemic is addressed using a combination of Open Systems Thinking (OST) and Actor–Network Theory (ANT). OST was used to construct a model of the tobacco problem as a management system acting in a broader environment. This highlighted several problems with the current system but provided no mechanism for reform. ANT, the “sociology of translation,” was used for understanding how change occurs. Unlike systems thinking, ANT focuses the contest for change on heterogeneous networks of human and nonhuman actors that must be constructed through a process of defining and defending models of change, building alliances, gaining public acceptance, and finally achieving institutional acceptance of the reform (or of some compromise). We then show how this dual approach can shed light on a current challenge in controlling tobacco, the issue of product regulation, and the broader issue of harm reduction versus harm elimination.     

We’ve got them on the list: contacting,canvassing and voting in a British general election campaign

Many voters are canvassed by British political parties in the months and weeks immediately preceding a general election – but many are not. The parties are selective in whom they make contact with, and where. They focus on those in marginal constituencies who are likely to vote for them – and having identified them early in the process they contact them again, seeking to sustain that support in the seats where the contest overall will be either won or lost. A large panel survey conducted immediately before and after the 2010 general election allows detailed insight into that pattern of canvassing, identifying who the parties contacted, and where, in the six months prior to the election being called, and then who were contacted during the month immediately preceding polling day, and in how many different ways. Each party focused on its own supporters in the marginal constituencies, and in the middle-class neighbourhoods within those constituencies, but whereas the Conservatives, expecting to win the election, campaigned most intensively in the seats they lost by relatively small margins at the previous contest, Labour and the Liberal Democrats fought defensive campaigns in the seats that they won then. Such tactics were successful; the more ways in which respondents were contacted by a party, the more likely they were to vote for it.     

The Bookman

正There is a bookman here in Beijing.You will find him every day in the same location,sitting outside Tim's Texas Barbeque near Beijing's Silk Market He does not have a store.He does not sell from a street kiosk.Instead he spreads out his blanket on the street and sets up his shop.     

Program Budgeting and Accountability in Local Government

Much has been written about program budgeting and its relevance to improved efficiency and effectiveness. However, there is little discussion about the relationship between the use of program budgeting and accountability. While, organisations using program budgeting focus on the issues of performance, the accountability of management to an elected body, such as a local council has been given little attention. In this article three questions are posed: (1) Is the performance information available to enable councillors to form a judgment about management's performance?; (2) Is management involved in determining issues of policy, such as objectives, programs and performance measurement?; and (3) Are councillors confronted by a greater volume of budgetary documentation but with no increase in time to consider it? The results show that program budgeting does not always enhance accountability in local government.     

An Analysis of Introducing Program Budgeting in Local Government

Program budgeting has been in use for 30 years. It has had a checkered history, being considered alternately a great advancement or an unworkable system. Little has been written about the consequences for the organization that has adopted it. This study was undertaken concerning local government across the State of Victoria, Australia. A questionnaire was sent to all municipalities. There was a 60 percent response rate. Results show that information generated by planning programming budgeting (PPB) is used for decision making but in a limited way. The proposition that PPB will have an impact on the operations of councils is only partially supported.