JFIFC    $ &%# #"(-90(*6+"#2D26;=@@@&0FKE>J9?@=C  =)#)==================================================K" }!1AQa"q2#BR$3br %&'()*456789:CDEFGHIJSTUVWXYZcdefghijstuvwxyz w!1AQaq"2B #3Rbr $4%&'()*56789:CDEFGHIJSTUVWXYZcdefghijstuvwxyz ?:Nss}s?]7b@p8>溆7\72\1U '9T M#_k坚)-UIQ-zR/,M 3&sE.>?񥅾B#\~PgCcw"c^mmo|Z[Yd* 6p=)ǃ~Sw?%xMM`}Qk ․wAc?kixd/׵?OZe,xV1=Z\K!#r06BMtzWz_XlO5ͺ$.yiϦ@\΃airᯉXiƥ  -Ï\=ΟHI3?ݮZ=wRYu^(^[mÂO~6)/w|X\ZX[[Ȍ)2!@8ڦ'FOjm+p??X4qJ87׿z`OɎ*Ufjېl47STv߽ڍVS>'[1ֲYK`?ސ^c{h.er of this example. In the early 1990s, Mayor Giuliani took over the fourth-largest government in the United States. There were many issues to address that many thought were not solvable. Then he instituted a computer accountability system called Compstat. Performance indicators were installed. The system immediately worked and worked beyond expectations. People were once again accountable. If people fell short, they either left or did better. People who did well were rewarded and praised. It worked so well that the mayor decided to implement Compstat at the infamous Rikers Islands prison facility. Only months before, Mike Wall