Although there has been much progress in implementing the PSO program in the second evaluation year, this progress has not been linked with any statistical evidence of a reduction in violent or property crime in Oakland. This report identifies and discusses four possible explanations for these findings. First, the program is not effective. Second, there are positive outcomes that the evaluation does not capture. Third, the program is associated with an increased propensity to report crime, thus off-setting crime reductions. Fourth, implementation challenges preclude the program’s ability to be effective. The problem-solving undertaken by PSOs can involve a range of duties that vary from beat to beat and day to day. The most common tasks are talking with the neighborhood service coordinator, receiving citizen complaints, and making security checks. PSOs also reported that they often advise citizens on crime prevention, talk with community leaders, call city agencies for services, and make door-to-door contacts with residents. PSOs reported that attending meetings was one of the least performed tasks. Six policy recommendations are offered. First, assess the adequacy of staffing. Second, create a standardized problem-tracking system and monitor problem-solving efforts and their effects. Third, consider ways to stabilize the PSO assignments and work with communities to improve personnel transitions. Fourth, maximize stakeholder involvement and the use of existing resources. Fifth, maximize incentives for PSOs in order to improve productivity and reduce attrition. Sixth, find ways to leverage resources in order to equip PSOs with vehicles as quickly as possible. 2 figures; 21 tables; 35 references; and appended PSO survey instrument, time series analysis process, and questions for semistructured interviews and focus groups