THE PROGRAM WAS FUNDED BY LEAA THROUGH THE MASSACHUSETTS COMMITTEE ON CRIMINAL JUSTICE; THE JUSTICE RESOURCE INSTITUTE MANAGES THE PROGRAM UNDER A SUBGRANT FROM THE MAYOR'S OFFICE OF CRIMINAL JUSTICE. PROGRAM OPERATIONS FROM SEPTEMBER 1975 THROUGH SEPTEMBER 1976 WERE REVIEWED THROUGH PERIODIC ONSITE VISITS, ANALYSIS OF OPERATING DATA, AND DISCUSSIONS WITH PROGRAM REPRESENTATIVES AND THE DORCHESTER DISTRICT COURT AND COMMUNITY. THE PROGRAM EVOLVED BECAUSE OF CONCERNS THAT THE COURT SYSTEM HAS BECOME ISOLATED FROM THE PUBLIC, THAT THE PUBLIC HAS LOST CONFIDENCE IN THE ABILITY OF COURTS TO PROVIDE FAIR AND RATIONAL JUSTICE, AND THAT TRADITIONAL COURT RESPONSIBILITIES NEED TO BE EXPANDED. THREE COMPONENT PROJECTS IMPLEMENTED TO IMPROVE COMMUNITY RELATIONS, SPECIAL PROBATION SERVICES, AND VARIOUS OFFENDER REHABILITATION PROGRAMS WERE DESIGNED; (1) TO DEAL WITH PRIVATE DISPUTES TO PREVENT A MINOR INCIDENT FROM BECOMING A CRIMINAL MATTER; (2) TO RESPOND TO THE UNIMPORTANCE OF VICTIMS IN THE CRIMINAL JUSTICE SYSTEM IN A 2-PART PROGRAM; AND (3) TO ADDRESS THE SENTENCING PROCESS, PARTICULARLY THE CONCERN THAT THE OFFENDER IS ISOLATED FROM THE CONSEQUENCES OF THE CRIMINAL ACT UPON THE VICTIM. PLANNING AND IMPLEMENTATION OF THESE COMPONENTS IS DESCRIBED. THE PROGRAM BECAME OPERATIONAL IN NOVEMBER 1975, WHEN ALL THREE COMPONENTS BEGAN TO TAKE REFERRALS. THE EVALUATION FOUND THAT THE MEDIATION COMPONENT PROVIDED A NEW SERVICE TO THE COURT AND IS MOST SUCCESSFUL OF THE THREE. THE DISTRICT ATTORNEY'S VICTIM UNIT ACHIEVED BASIC OBJECTIVES FOR PROVIDING VICTIM SERVICES AND IMPROVING VICTIM PARTICIPATION IN THE COURT PROCESS. THE OTHER HALF OF THE VICTIM COMPONENT, THE URBAN COURT PROGRAM VICTIM UNIT, HAS ACHIEVED SIMILAR OBJECTIVES, BUT REQUIRES FURTHER DEFINITION OF SERVICES BEYOND THE JUDICIAL PROCESS, CLIENT GROUPS, AND REFERRAL SERVICES. THE DISPOSITION COMPONENT DOES NOT APPEAR TO PROVIDE AN INNOVATIVE SERVICE BUT IS HIGHLY REGARDED BY STAFF. FUTURE BUDGET NEEDS ARE PROJECTED. STRATEGY FORMULATION TO INSURE THAT THE PROGRAM ACCOMPLISHES STATED OBJECTIVES AND CAN BE EFFECTIVELY INTEGRATED INTO COURT OPERATIONS IS RECOMMENDED. DESCRIPTIONS OF THE EVALUATION AND FINANCIAL ANALYSIS METHODOLOGY AND A LIST OF THE CENTRAL ADMINISTRATIVE STAFF ARE APPENDED. FLOW CHARTS, ORGANIZATION CHARTS, AND TABULAR DATA ARE PROVIDED. (DP)