FACED WITH AN INCREASING VOLUME OF VIOLENT YOUTH CRIME, A JOINT COMMITTEE OF PUBLIC AND PRIVATE ORGANIZATIONS INITIATED THE MIDCITY PROJECT TO ADMINISTER AND COORDINATE ALL YOUTH SERVICES. THIS STUDY FOCUSED ON SIX CHARACTERISTICS OF ORGANIZATIONS IN ITS ANALYSIS: OPERATING PHILOSOPHY; JURISDICTION, PERCEPTION OF DELINQUENCY CONTROL AS A CENTRAL OR PERIPHERAL TASK, DEGREE OF CENTRALIZED AUTHORITY; INTERDEPENDENCE AMONG ORGANIZATIONS; AND RESOURCES SUCH AS FUNDS, STAFF, AND CLIENTS. THE FOUR MAJOR PROGRAMS INVOLVED DETACHED GROUP WORK WITH GANGS, SOCIAL CASEWORK WITH FAMILIES, COORDINATION OF YOUTH SERVICES OF EXISTING AGENCIES, AND RESEARCH TO ASSESS COMMUNITY NEEDS AND EVALUATE THE PROJECT. THE HIGHLY MOTIVATED MOTIVATED PROJECT STAFF WAS ORIENTED TOWARD REHABILITATION AND PERMISSIVENESS RATHER THAN PUNISHMENT AND RESTRICTION. A PROJECT DIRECTOR MAINTAINED CONTROL OVER ALL FOUR PROGRAMS. DURING ITS 3 YEARS OF OPERATION, THE PROJECT DEVELOPED A VARIETY OF RELATIONSHIPS WITH OTHER AGENCIES. TIES WITH SETTLEMENT HOUSES AND FAMILY AGENCIES WERE CLOSE AND FRIENDLY, WHILE RELATIONS WITH THE STATE YOUTH AUTHORITY AND THE RECREATION DEPARTMENT WERE CLOSE BUT HOSTILE. RELATIONS BETWEEN THE PROJECT AND COURTS, CHURCHES, AND THE YOUNG MEN'S CHRISTIAN ASSOCIATION WERE HOSTILE AND DISTANT, BUT THOSE WITH THE MUNICIPAL GOVERNMENT, PUBLIC WELFARE DEPARTMENT, POLICE, AND SCHOOLS WERE DISTANT BUT FRIENDLY. HOSTILE REACTIONS WERE CAUSED BY DISAGREEMENTS OVER OPERATIONAL PROCEDURES, PHILOSOPHIES, ORGANIZATIONAL PRINCIPLES, AND FEAR THAT ONE AGENCY WAS EXPANDING INTO ANOTHER'S TERRITORY. OPERATING STYLES OF OFFICIALS AND ORGANIZATIONS ALSO AFFECTED INTERAGENCY RELATIONSHIPS. A PRINCIPAL FACTOR THAT CREATED HOSTILITY BETWEEN THE PROJECT AND SOME PUBLIC ORGANIZATIONS WAS THE DISPARITY BETWEEN MIDDLE-CLASS AND LOWER-CLASS ORIENTATIONS AND DIFFERENCES IN PEREPTIONS OF WORK HABITS AND ILLEGAL PRACTICES. FOR RELATED ARTICLES, SEE NCJ-64125. (MJM)