Key elements of the JAC model in Florida include a centralized intake system for law enforcement agencies, one-stop secure book and receiving for offenders, 24-hour daily operation, immediate clinical assessment for placement and service needs, ongoing case management and client tracking, computer linkage with key agencies in the juvenile justice system, and co-location of services. Five JACs in Pinellas County, Jacksonville, Orange County, Fort Lauderdale, and Hillsborough County, Florida, were evaluated. The evaluation focused primarily on each JAC's operating processes. The JACs appeared to have increased the flow of information on juveniles, helped to link services to offending juveniles in need of treatment, established positive working relationships with the law enforcement, and greatly reduced the time and stress experienced by police officers when arresting and booking juveniles. While a fairly high level of job satisfaction was reported by JAC staff, complaints about the work environment were also evident. In particular, staff said they were overburdened with high caseloads and reported conflict between treatment and corrections personnel. About 78 percent of JAC staff felt they had enough time to do their job effectively, nearly 90 percent said they had enough on-the-job training, and 60 percent felt overburdened at work. Differences of opinion were noted among staff regarding whether JAC activities should be focused on corrections or treatment. Limitations of the JAC evaluation and implications of the findings for research and practice are considered. 7 references and 1 table