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While the goal of OR/MS is to aid decision makers, implementation of published models occurs less frequently than one might hope. However, one area that has been significantly impacted by management science is emergency response systems. Dozens of papers on emergency service management appeared in the OR/MS literature in the 1970s alone, many of which were published in Management Science. Three of these papers won major prizes. More importantly, many of these papers led to the implementation of substantially new policies and practices, particularly in policing and firefighting. Much of this work originated in New York City, though many other cities subsequently adopted the resulting models and strategies. In this paper, we look at the context, content, and nature of the research and the factors that led to these early implementation successes. We then track the extent to which these original models are still affecting decision making in emergency response systems. We also examine the pace of development of new OR/MS models and applications in the area. Finally, we look at issues in emergency responsiveness that have emerged recently as a result of the national focus on terrorism and discuss the potential for future OR/MS modeling and application. [ABSTRACT FROM AUTHOR]

This paper describes efforts to validate a multiple car dispatch queueing (MCD) model of police patrol operations using New York City data. The MCD model was designed for use in a computer system that has been disseminated to many police departments in the U.S. to help planners allocate patrol cars among precincts. It has also been used to evaluate specific changes in patrol policy in New York. We define validation as a series of hierarchical procedures ranging from tests of mathematical correctness to evaluations of model robustness. We discuss the difficulties and limitations of assessing the validity of a model of a loosely managed system in which human behavior is central and in which controlled experiments cannot be performed. Focusing on specific uses, we conclude that the MCD model is a good although imperfect description of patrol operations in New York and is a potentially useful planning tool for many other urban police departments. [ABSTRACT FROM AUTHOR]

How many patrol cars staffed with a single police officer are needed to provide equivalent police service to an existing system with n two-officer patrol cars? This question is explored for New York City using a multiple patrol car per call priority queueing model. It is shown that a one-officer patrol program is feasible, yet pitfalls exist which could adversely affect its performance. The paper details the process of data analysis and model building and emphasizes the subjective elements that remain in a highly technical OR study. Speed of response to emergency calls from the public was the key performance characteristic considered. The analysis also raised issues related to the safety of police officers in one-officer cars. [ABSTRACT FROM AUTHOR]

A major snowstorm produced a serious snow emergency and a political crisis in New York City. Mayor Lindsay asked for an analysis of the problem to prevent its recurrence. His management science unit studied four basic questions: (1) How much snow falls on New York City? (2) How much work has to be done to clean it up? (3) What is the capacity for performing this work? (4) What improvements are needed to correct any imbalance between work load and work capacity? The surprising findings eliminated most of the remedies that had been offered earlier. A low-cost snow emergency plan was prepared, calling for some additional equipment, better deployment, and a strategy for more rapid mobilization. The recommendations were implemented promptly, and with due regard for political impact, in the midst of a mayoralty election campaign. [ABSTRACT FROM AUTHOR]

Computer simulation was used to analyze the possible improvements in ambulance service that would result from proposed changes in the number and location of ambulances. The cost-effectiveness of several alternatives was examined. A particular alternative was shown to be of considerable value and it was concluded that low-cost improvements in service could indeed be achieved by redistributing ambulances in accordance with this alternative. This marks the first time that the City of New York has utilized computer simulation as an aid to decision-making. In addition, this represents another step in the move to use computers more creatively in municipal management. More generally speaking, the notion of applying the "space-age methods" of systems analysis, operations research, cost-effectiveness analysis, etc., to solve urban problems is a very popular one, frequently written about, discussed, and presented at conferences. The work reported here has translated this concept into practical results in a vital area of public service. This is a small but significant advance, of potential value to urban governments everywhere. [ABSTRACT FROM AUTHOR]