The specific goals were (1) to develop the modified system according to the needs of each site with minimum dilution of the quality and character of the prototype; (2) to implement the system; (3) to maintain and monitor the system for 12 months; (4) to make measurements designed to detect possible improvements in the operational effectiveness of the new system; and (5) to make measurements designed to detect possible improvement in officer attitudes toward discipline. The model was implemented through interventions by the International Association of Chiefs of Police (IACP) and site staff into department activity in the form of inquiry, observation, direction, and training. Data were gathered in three broad areas: administrative, legal, and attitudinal. Results of the study showed that understanding of the disciplinary system, as reported by personnel, apparently increased after project interventions, but evidence to support an increase in fairness of the disciplinary system and the quality of supervisors' performance in their disciplinary responsibilities, as perceived by personnel, was inconclusive. The evaluation recommends that the prototype be used as a basis for system design and may be modified to meet local conditions. However, the process of creating and implementing a new disciplinary system is time-consuming and often frustrating. Therefore, departments should get the support of local government and civic groups and involve the police employee organizations; publicize the new system; treat the effort as management-focused not discipline-focused; provide sufficient training for personnel; and develop a permanent policies and procedures review board. Footnotes and tables are provided. (Author abstract modified)