THE INFORMATION CONTAINED IN THIS REPORT RELIES HEAVILY UPON FORMAL EVALUATIONS OF TEAM POLICING PROGRAMS IN FOURTEEN CITIES, INCLUDING ALBANY (NY), CHARLOTTE (NC), DETROIT, DAYTON, NEW YORK, PALO ALTO (CA), AND SAN DIEGO. THE REPORT PROVIDES A 'SNAPSHOT' OF THE CHARACTERISTICS OF TEAM POLICING PROGRAMS, ASSESSES THE STATE OF THE KNOWLEDGE ABOUT TEAM POLICING, AND INDICATES WHAT ADDITIONAL INFORMATION IS NEEDED TO FULLY EVALUATE TEAM POLICING. INDIVIDUAL CHAPTERS COVER THE ASSESSMENT METHODOLOGY, CHARACTERISTICS OF TEAM POLICING, OFFICER ROLE AND JOB SATISFACTION, PATROL WORKLOAD MANAGEMENT, INVESTIGATIVE EFFECTIVENESS, CRIME TRENDS, ACCOMPANYING TEAM POLICING, COMMUNITY SERVICE PROGRAMS, AND A SUMMARY ASSESSMENT OF THE FIVE PROGRAM TYPES - BASIC PATROL TEAMS, INVESTIGATIVE TEAMS, COMMUNITY RELATIONS TEAMS, AND FULL SERVICE TEAMS, BOTH GENERALIST AND MULTISPECIALIST. THIS REVIEW OF TEAM POLICING PROGRAMS INDICATES THAT SEVERAL TEAM POLICING PROGRAMS HAVE FAILED BECAUSE OF THE INABILITY OF DEPARTMENTS TO IMPLEMENT THE MOST BASIC COMPONENTS OF THE PROGRAM. WHERE TEAM CONCEPTS HAVE BEEN OPERATIONALIZED, HOWEVER, SEVERAL DEPARTMENTS HAVE DEMONSTRATED THAT TEAM POLICING CAN IMPROVE THE PERFORMANCE OF PATROL, INVESTIGATIVE AND COMMUNITY SERVICE ACTIVITIES. THE MOST SERIOUS SHORTCOMINGS IN THE EVALUATION OF TEAM POLICING HAS BEEN THE FAILURE OF EVALUATORS TO CAREFULLY MONITOR THE EXTENT TO WHICH PLANNED PROGRAM ACTIVITIES HAVE ACTUALLY BEEN IMPLEMENTED BY TEAM MANAGERS AND OFFICERS. BECAUSE OF THIS SHORTCOMING IT HAS NOT ALWAYS BEEN POSSIBLE TO DETERMINE WHETHER THE CONCEPTS OF TEAM POLICING OR EXTRANEOUS VARIABLES ARE RESPONSIBLE FOR THE EVALUATION RESULTS REPORTED. A SIXTEEN-PAGE BIBLIOGRAPHY IS INCLUDED. (FOR PRODUCTS FIVE AND SIX, 'MONITORING AND EVALUATING TEAM POLICING PROGRAMS', SEE NCJ-34482). (AUTHOR ABSTRACT MODIFIED)