Aiming for effective and efficient service delivery (with emphasis on habitual offenders), the ICAP model begins with data collection and proceeds through records management and data analysis to planning and decisionmaking. This model requires that a timely flow of data to analysis be maintained. Input from analysis, in turn, becomes the basis for both tactical decisionmaking and operational planning, which should result in more effective service delivery through improved procedures at the crime scene and purposeful resource allocation for developmental needs. Site visits to ICAP cities were performed in 1978 to ascertain technical assistance requirements for improved program implementation. Among the shortcomings identified were needs for stacking and prioritizing activities and formalizing decisionmaking, training in field reporting to facilitate the transfer from manual to automated file formats, better use of analysis units, increased use of alternative patrol strategies, and better understanding of the role of evaluation. Contributing to the problems were shifts in key personnel, attitudes resistant to change, manpower shortages, and undeveloped communications mechanisms between crime analysis units and all other departmental functions. The review of ICAP's 2-year operation indicates that the implementation lag evidenced at program sites can only be overcome through the dedicated commitment of top administrators with complete understanding of the ICAP program objectives and logic flow.