THE MODEL'S GOAL IS TO IMPROVE THE HANDLING OF CHILD ABUSE AND NEGLECT CASES. THE MODEL, INAUGURATED IN MARCH 1978, PROVIDES THAT REGIONAL PROTECTIVE SERVICE UNITS PERFORM SCREENING, ASSESSMENT, EMERGENCY SERVICES, AND COURT INVESTIGATION. CASES ARE THEN TRANSFERRED, USUALLY WITHIN 45 DAYS, TO LOCAL OFFICES FOR FOLLOWUP AND TREATMENT. THIS MODEL REQUIRES AN IDENTIFIED PROTECTIVE SERVICE STAFF IN BOTH REGIONAL AND LOCAL SERVICE OFFICES. DATA FROM 39 LOCAL OFFICES SHOW THAT MAJOR STAFF PROBLEMS INCLUDED INSUFFICIENT NUMBERS OF STAFF, UNREALISTIC CASELOADS, AND A HIGH BURNOUT RATE. OTHER CONCERNS WERE STAFF SELECTION, STAFF TRAINING, AND STAFF ALLOCATIONS THROUGHOUT WELFARE DEPARTMENTS. CONCERNS REGARDING THE AVAILABILITY OF SUPPORT SERVICES FOCUSED ON THE NEED FOR SPECIALIZED FOSTER HOMES, SPECIALIZED AND FLEXIBLE HOMEMAKER SERVICES, PROTECTIVE DAY CARE, AND CLINICAL CONSULTATION FOR CASE TREATMENT. RESULTS INDICATE THE NEED FOR SPECIFIC QUALIFYING CRITERIA FOR STAFF, AS WELL AS IMPROVED TRAINING, SUPPORT SERVICES, AND SUPERVISION. TO PREVENT BURNOUT, REDUCED CASELOADS, IMPROVED PAY AND TRAINING, AND BETTER SUPPORT SERVICES ARE AMONG THE MEASURES RECOMMENDED. OTHER RECOMMENDATIONS CONCERN COVERAGE OF CHILD WELFARE CASES AND CASE TRANSFERS. EXTENSIVE TABLES PRESENT DATA ON AGENCY STAFFING PATTERNS AND ON WORKERS' BACKGROUNDS FOR REGIONAL AND STATEWIDE OFFICES.