THE PROJECT WAS DESIGNED TO DEMONSTRATE AN APPROACH TO CORRECTIONAL FIELD SERVICES THROUGH DEVELOPMENT OF A MULTIJURISDICTIONAL STAFF THAT WOULD WORK A MULTIJURISDICTIONAL CASELOAD USING THE TEAM APPROACH. RESOURCE BROKERAGE WAS EMPHASIZED IN PLACE OF THE TRADITIONAL CLIENT-CASEWORKER ROLE. THE EVALUATION REPORTED COVERS THE UNIT'S DEVELOPMENT FROM ITS INCEPTION IN NOVEMBER, 1976, TO SEPTEMBER 1, 1977. EVALUATION OBJECTIVES INCLUDED THE FOLLOWING: (1) TO DOCUMENT AND DESCRIBE THE PROGRAM AS IMPLEMENTED, (2) TO DOCUMENT AND COMPARE THE LEVEL OF SERVICE DELIVERY BY THE EXPERIMENTAL PROJECT AND A COMPARISON GROUP USING TRADITIONAL APPROACHES, AND (3) TO DOCUMENT AND COMPARE SOME INITIAL INDICATORS OF SERVICE EFFECTIVENESS BY THE EXPERIMENTAL PROJECT AND TRADITIONAL APPROACHES. PROJECT PHASES ARE DESCRIBED. BECAUSE OF DATA LIMITATIONS, IT IS ADVISED THAT THIS EVALUATION CAN ONLY BE CONSIDERED AN INITIAL AND INCONCLUSIVE LOOK AT THE PROJECT PROCESS. THE EARLY EVIDENCE FOUND IN THE STUDY HOWEVER, CONFIRMS THAT STAFF USING THE COMMUNITY-RESOURCE-MANAGEMENT-TEAM PROCESS DO IDENTIFY MORE CLIENT NEEDS, ENCOURAGE CLIENTS TO BE AWARE OF THESE NEEDS, USE MORE RESOURCES AND, IN GENERAL, HAVE A MORE PRODUCTIVE APPROACH TO FIELD SERVICES THAN DO THE TRADITIONAL UNITS. OUTCOME DATA ARE TOO WEAK TO CONCLUDE ANYTHING ABOUT COMPARATIVE EFFECTIVENESS OF THE APPROACH. IT WAS DECIDED THAT THE EXPERIMENTAL UNIT DEMONSTRATED ITS VIABILITY EVEN FROM SUCH EARLY DATA, AND FURTHER RESEARCH IS RECOMMENDED NOW THAT THE PROCESS AND PROCEDURES ARE FULLY IMPLEMENTED. EFFORTS AT EFFECTIVE ANALYSIS SHOULD ALSO CONTINUE. POLICY ALTERNATIVES AND PROBLEMS OF IMPLEMENTATION ARE ALSO CONSIDERED. (RCB)