CRMT PUTS PROBATION OFFICERS ON TEAMS WITH POOLED CASELOADS. DECISIONS ARE SHARED WITH A TEAM OF 5 TO 10 OTHER OFFICERS. EACH OFFICER SPECIALIZES IN ONE SUBSYSTEM, SUCH AS ALCOHOL AND DRUG ABUSE, MENTAL HEALTH, OR JOB PLACEMENT. THE CRMT MODEL IS A SYNTHESIS OF FOUR ELEMENTS: NEEDS ASSESSMENT, RESOURCE BROKERAGE, POOLED CASELOADS, AND TEAM MANAGEMENT. IN VENTURA COUNTY. THE PROBATION DEPARTMENT TEAM CONSISTS OF 1 TEAM MANAGER, 4 PROBATION OFFICERS, AND 1 COMMUNITY WORKER; THE GROUP SHARES 400 CLIENTS. THE TRANSITION FROM THE OLD SYSTEM TO THE CRMT SYSTEM IS DISCUSSED, AND THE EMPHASIS ON USE OF COMMUNITY RESOURCES AND PROGRAMS, JOB AREA SPECIALIZATION, AND SUITABILITY OF PROGRAM-TO-CLIENT IS DEPICTED. THERE ARE PERCEIVED POSITIVE AND NEGATIVE ASPECTS OF THE CRMT MODEL. SOME OFFICERS FEAR THAT CRMT WILL DESTROY THE RELATIONSHIP THEY FEEL DOES AND SHOULD EXIST BETWEEN AN OFFICER AND HIS OR HER PROBATIONERS. HOWEVER, ADVOCATES SAY THAT THE ONE-TO-ONE APPROACH IS STILL POSSIBLE. ALTHOUGH IT MAY DEVELOP, EXPERTS AND ADMINISTRATORS FEAR THAT POOLED CASELOADS AND TEAM MANAGEMENT WILL RESULT IN LOSS OF CONTROL OVER CASES AND EVALUATION ABILITY. ADVOCATES NOTE THAT IT APPARENTLY SAVES MONEY. EARLY EVALUATIONS SHOW THAT CRMT UNITS ARE MORE EFFICIENT THAN ADDITIONAL APPROACHES, WITH INCREASED SERVICES TO CLIENTS AND IMPROVED TRACKING ABILITY. THERE IS NO HARD EVIDENCE YET THAT CRMT WILL BE ANY MORE EFFECTIVE AT REDUCING CRIME BY PROBATIONERS AND PAROLEES.