A STRUCTURE AND CONDUCT/PERFORMANCE MARKETING MODEL IS USED TO ANALYZE THE CONTRACTING OPERATIONS OF ELEVEN MICHIGAN SHERIFFS. THE CRITICAL STRUCTURAL VARIABLE USED WAS THE FUNDING RELATIONSHIP BETWEEN EACH SHERIFF AND HIS COUNTY COMMISSIONERS RELATIVE TO THE SHERIFF'S DESIRE TO EXPAND HIS PATROL DIVISION. THE CONDUCT-PERFORMANCE VARIABLES USED WERE COST PER PATROL HOUR, REPORTING TO LOCAL OFFICIALS, DIVISIBILITY OF PATROL SERVICE SOLD, ACTIVITIES PERFORMED BY CONTRACTED PATROLS, ROTATED VERSUS PERMANENTLY STATIONED DEPUTIES, REVENUE FROM LIQUOR INSPECTION, AMOUNT OF TIME SPENT OUTSIDE CONTRACTING COMMUNITY, AND RESPONSE TIME. STUDY RESULTS INDICATED THAT SHERIFFS WHO WANTED TO EXPAND THEIR PATROL DIVISION AND WHO HAD MET OR ANTICIPATED MEETING DIFFICULTIES WERE MORE INCLINED TO CONTRACT WITH LOCAL COMMUNITIES AND MEET THE CONDUCT PERFORMANCE OBJECTIVES OF LOCAL OFFICIALS THAN SHERIFFS WHO FELT LITTLE NEED TO EXPLAIN THEIR PATROL DIVISION AND WERE ABLE TO OBTAIN CURRENT AND ANTICIPATED PATROL FUNDING. IT WAS ALSO FOUND THAT NOT ALL SHERIFFS PROVIDED THE SAME SET OF CONDUCT/PERFORMANCE CHARACTERISTICS TO CONTRACTING LOCAL COMMUNITIES; THAT TEN OUT OF THE ELEVEN SHERIFFS PRICED THEIR CONTRACT AT LESS THAN VARIABLE COSTS (THE BALANCE BEING MADE UP BY THE COUNTY GENERAL FUND); AND THAT THE SHERIFF WAS CAPABLE OF INFLUENCING THE LOCAL OFFICIAL'S DECISION TO CONTRACT WITH HIM THROUGH HIS REAL ALLOCATION OF NON-CONTRACT PATROLS. A BIBLIOGRAPHY IS INCLUDED. (AUTHOR ABSTRACT MODIFIED)