It was carried out between August and November 1988 and included field work in London, Devon and Cornwall, and the West Midlands. Extensive interviews were conducted with potential private contractors, interest groups, and government departments. Field visits clearly demonstrated the valuable work being undertaken throughout the criminal justice system, but also revealed widespread dissatisfaction with and a desire for change in the way the remand system operates. Interviews showed that several private organizations believed they had the necessary expertise and financial backing to become involved in the remand system. Potential private contractors identified the scope for improvements associated with both efficiency gains (using fewer resources to attain given levels of service) and reduced unit costs of resources. It was determined that contracting out to the private sector would require a clear contractual approach in terms of the scope, size, and length of contracts. This approach would need to be implemented through unambiguous contract management responsibilities, carefully articulated specifications for tasks and standards, and effective monitoring and inspection procedures. Detailed decisions would be needed on what powers to give contractors and contracting authorities, what enabling legislation to enact, what specific safeguards and service standards to set, what boundaries to define for court service contracts, what sizes and locations to establish for remand center contracts, and what balance to strike between improved levels of service and cost savings. A detailed discussion of contract management, monitoring, and inspection is provided. Appendixes contain additional information on remand center and court service contract tasks, standards and evaluation criteria, and interaction within the criminal justice system. 4 tables and 1 diagram