This large and busy facility underwent many small but strategic changes in design and management, mostly in 1991 and 1992. This effort combined situational crime prevention with Crime Prevention Through Environmental Design. Changes related to policing; methods of handling the large numbers of transients; physical modifications of entrances, corners, bathrooms, and other areas; maintenance and sanitation; retail shops; telephones; and other areas. The analysis of the impacts of the changes indicated that the design and management modifications made this transit facility much less of a crime generator, crime attractor, and fear generator. Crime was prevented and was not displaced to the vicinity. These changes also suggest a stop-and-go theory of how human movement patterns relate to decisions to commit offenses. Tables, appended table and information on the survey methodology, and 90 references (Author abstract modified)