MONITORING IS THE DETERMINATION OF WHETHER PROGRAM ACTIVITIES ARE BEING IMPLEMENTED AS PLANNED AND WHETHER EXPECTED RESULTS ARE OCCURRING. THE MONITORING PROCESS CONSISTS OF COLLECTING AND USING SPECIFIC INFORMATION ON EVENTS ASSOCIATED WITH A PROJECT OR GROUP OF PROJECTS. IN CONTRAST WITH OTHER INFORMATION SYSTEMS, MONITORING DOCUMENTS BOTH PROJECT ACTIVITIES AND RELATED EVENTS, COMPARES RESULTS WITH PAST PLANS OR EXPECTATIONS, AND PROVIDES THIS INFORMATION IN TIME FOR REMEDIAL ACTION TO BE TAKEN. AMBIGUOUS PROGRAM AND MONITORING POLICIES, COMMUNICATION AND ORGANIZATIONAL PROBLEMS, AND THE DIVERSITY OF PROJECTS FUNDED WITHIN SINGLE AGENCIES, ALL HINDER MOST CURRENT MONITORING SYSTEMS. THE FOUR MAIN TASKS OF A MONITORING MANAGER SHOULD BE TO ESTABLISH AGREEMENT WITH THE MONITORING SYSTEM USER ON INFORMATION REQUIREMENTS, ESTABLISH AGREEMENT WITH PROJECT PERSONNEL ON WHAT WILL BE MONITORED, ESTABLISH THE INFORMATION FLOW AND ASSURE USE OF THE MONITORING INFORMATION. CASE EXAMPLES FROM STATE AND LOCAL AGENCIES ALLOCATING FUNDS FOR CRIMINAL JUSTICE PROGRAMS ILLUSTRATE THE PROCEDURES RECOMMENDED FOR ESTABLISHING AN EFFECTIVE MONITORING SYSTEM. EXTENSIVE APPENDIXES PRESENT DESCRIPTIONS AND EXAMPLES OF SPECIFIC TOOLS, TECHNIQUES AND INSTRUMENTS USED IN SEVEN STATES (NORTH CAROLINA, CONNECTICUT, OKLAHOMA, OHIO, SOUTH CAROLINA, AND MICHIGAN). FOOTNOTES AND REFERENCES AARE INCLUDED. (CFW)